a review of the history and structure of public speaking
TRANSCRIPT
UNLV Retrospective Theses & Dissertations
1-1-1994
A review of the history and structure of public speaking at Nevada A review of the history and structure of public speaking at Nevada
Power Company: A case study Power Company: A case study
Julie Ann Foley University of Nevada, Las Vegas
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313.'761-4700 800/521-0600
A REVIEW OF THE HISTORY AND STRUCTURE
OF PUBLIC SPEAKING AT NEVADA POWER COMPANY:
A CASE STUDY
by
Julie A. Foley
A thesis submitted in partial fulfillment of the requirements for the degree of
Master of Arts
in
Communication Studies
Greenspun School of Communication University of Nevada, Las Vegas
December 1994
UMI Number: 1361087
UMI Microform Edition 1361087 Copyright 1995, by UMI Company. All rights reserved.
This microform edition is protected against unauthorized copying under Title 17, United States Code.
UMI300 North Zeeb Road Ann Arbor, MI 48103
Approval Page
The Thesis of Julie Foley for the degree of Master of Arts in Communication Studies is approved.
Chairman; GagVCl
itt^e Member, Anthony Ferri, Ph.D.
\
Examining Committee Member, Stephen Nielsen, Ph.D.
itiVe, William Wagonseller, Ph. D. > 1Graduate Faculty Representati
Dean of the Graduate College, Ronald Smith, Ph.D.
University of Nevada, Las Vegas December 1994
ABSTRACT
The author reviews the history and structure of public speaking at
Nevada Power Company. It seeks to: 1) determine whether the principles of
public speaking as described in college text books are applied in corporate
training, and 2) determine the level of support given by Nevada Power to its
speakers.
Findings indicate that the corporations studied utilize most aspects of Neo-
Aristotelian model. Much of the training deals with delivery, style, motivation and
arrangement, with some attention to language. However, heavy emphasis is also
placed on evidence and reasoning, with relatively little attention to speaker
credibility development or emotional appeal.
Corporate management demonstrates minimal support for public speaking
as evidenced by inconsistent funding of speakers bureau activities at Nevada
Power.
TABLE OF CONTENTS
ABSTRACT....................................................................................................... iii
ACKNOWLEDGMENTS..................................................................................iv
CHAPTER 1 INTRODUCTION AND HISTORICAL CONTEXT................ 1The Value of Public SpeakingThe Value of Public Speaking in Corporate AmericaDe-RegulationBackground Information on Nevada Power Scope, Limitations and Purpose of This Study History of Speakers Bureau Organization of Bureau and GoalsOrganizational Support for Bureau from Senior Management Training of Speech Instructor
CHAPTER 2 REVIEW OF LITERATURE.....................................................23Educational Literature Training Literature Journal Articles
CHAPTER 3 METHODOLOGY...................................................................... 37
CHAPTER 4 ANALYSIS...................................................................................40Analysis of Training ProgramAnalysis of Actual Speeches-Content and Delivery
CHAPTER 5 SUMMARY, CONCLUSIONS AND IMPLICATIONS.........55FOR FUTURE RESEARCH
Implications for Further Research Implementation of Utility Companies
APPENDIX I Nevada Power Flow Chart.......................................................60
APPENDIX II Speakers Bureau Workshop Outline........................................ 61
APPENDIX III Characteristics of a Strong Speech.........................................76
APPENDIX IV Nevada Power Speech.............................................................79
APPENDIX V Sprint Central Telephone-Nevada Speech ................... 127
APPENDIX VI Las Vegas Valley Water District Speech............................... 138
APPENDIX VII Permission Forms...................................................................143
BIBLIOGRAPHY................................................................................................ 146
v
ACKNOWLEDGMENTS
Special thanks go to my husband Patrick, and my
children Kathleen, Joseph and Riley for their support through the lengthy
process of pursuing my Masters Degree. Dr. Gage Chapel served as an
outstanding role model, and his motivation and encouragement were
certainly appreciated.
This researcher was grateful for the commitment and patience
exhibited by from Drs. Stephen Nielsen, Tony Ferri, and Bill Wagonseller.
CHAPTER 1
INTRODUCTION AND HISTORICAL CONTEXT
The Value of Public Speaking
Public speaking is an art and skill used in a variety of settings from
large public meetings to small informal gatherings. Acquisition of this art is
considered an important component in a successful, integrated
communications program and an activity that, when done effectively, can
leave a lasting and positive impression.
Face-to-face public speaking is often the most effective
communication medium enabling the speaker to look the audience in the
eye, adapt to their immediate concerns, and interact with them directly
during the question and answer period. There is no substitute for that
personal touch. A speaker’s effectiveness can warm the audience and
enable the listener to see the corporation as something besides an
impersonal corporate entity.
This thesis looks primarily at the public speaking practices of
Nevada Power Company at the executive level, and at their speakers’
bureau. Secondarily, this study examines public speaking activities at
Sprint Central Telephone-Nevada, as well as with the Las Vegas Valley
Water District.
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The Value of Public Speaking in Corporate America
Public speaking is a skill that, when properly learned and practiced,
is a good communication tool for corporations to use when seeking to
communicate with key publics.
Utility companies are corporations which face unique challenges in
relaying messages and provide a useful organization for this current study.
They have a diverse audience of people of all ages, races, ethnic
backgrounds and financial income. Although these are the same publics for
all businessess, utilities also must face the scrutiny of a public service
commission. Not only do the utilities need to communicate with traditional
publics, but regulatory agencies must also be persuaded that the utilities
have operated in ways consistent with the public’s interest.
Utility companies use a variety of media to relate their message to
their publics. They use television, radio, newspaper, or other printed
materials, such as bill inserts and brochures. However, one of the most
direct medium available to them is the personal contact provided when an
employee gives a public speech. Oftentimes, stronger communication takes
place when the audience can both see and hear a speaker deliver a message
directly to them by enabling the audience to interact with a person instead
of a television screen or a newspaper page. If a message is misunderstood,
speakers can immediately clarify points of concern and can take advantage
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of the opportunity to turn possible negative attitudes into positive ones.
Questions can be answered and follow-up opportunities utilized.
Because personal contact enables better communication and the
opportunity to present a positive corporate image, it is especially important
for those representing the organization in the public forum to be well
trained in public speaking. In addition to representing their companies to
the general public, they must also be able to communicate vital information
to legislators, business people, and others whose responses impact the well
being of the company.
Many of the various communication media a business uses (radio,
television, newspaper, direct mail, etc.) are costly. Comparatively, public
speaking is inexpensive. Although there is an ongoing cost to the
Communications Department to prepare employees to speak, it costs less
for an employee to spend an hour delivering a message via a public speech
than it would for that employee to communicate the corporation’s message
through a television or newspaper advertisement. Every time corporate
speakers deliver a speech, they have a cost-effective window of opportunity
to persuade an audience to better understand and appreciate their
corporation’s message.
This study is significant for at least three reasons:
1) In the changing environment, utility companies need more than ever
before to communicate effectively with key publics. This thesis
evaluates how well Nevada Power in particular prepares
speakers to communicate.
2) Little has been done by scholars to investigate the uses of speakers’
bureaus and public speaking in the public utility environment. This
study attempts to fill the preliminary need in this area for a good
descriptive and evaluative study.
3) The study compared the principles of public speaking found in
academic textbooks with methodologies applied in this environment.
Deregulation
Utilities no longer have a monopoly with their business customer.
Deregulation of utility industries took place in every state in the nation
beginning in 1984, permitting the utility company’s business customer to
generate their own power. This has forced utilities to become more
competitive, and to work even harder to persuade their constituents.
Locally, Sprint Central Telephone-Nevada (formerly Centel) was the
first utility in Las Vegas to have its service industry deregulated. In 1984,
Congressional laws were enacted opening up the phone industry to
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competition when Federal Judge Earl Greene passed a ruling that broke up
the national phone industry into local and long distance carriers such as
AT&T, Sprint and MCI Bell. Judge Greene’s decision came as a result of a
lawsuit brought by MCI challenging AT&T’s monopoly over long distance
competition (White, March 10, 1994).
As a result of this deregulation, the often dramatic changes in the
telephone industry require swift, clear communication between the industry,
its consumers, and the various agencies which oversee the industry.
For other utilities, such as the Las Vegas Valley Water District, the
need for public speaking skills are important because of increased demand
for services which may be difficult to provide for reasons outside their
control. In Las Vegas, a population explosion and drought conditions,
combine to create an environment where communication is essential.
Consumers must be convinced to practice water conservation, ensuring
delivery of safe, sufficient water levels to expanding areas, and plans for
future water acquisition involve careful, clear message preparation and
delivery.
In October 1992, Congress passed the National Energy Act de
regulating the electric utility industry. Business customers were no longer
bound by their geographical area and could buy electricity from whomever
they chose, thus causing electric utilities to compete directly against one
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another for the first time ever. The 1992 National Energy Act completely
changed the nature of how electric utility companies operated and forced
utilities to be much more aware of the importance of marketing.
It is the opinion of Nevada Power Manager of Media Relations and
Public Information Rob McCoy that those utility companies who adjust to
the new market and develop aggressive plans of action will survive. Those
who are slow to enter this new market, or are hesitant to change at all, will
not (McCoy, February 15, 1994).
A key concern of Nevada Power’s Speakers Bureau was that
complex issues related to deregulation of the electric power industry be
fully understood by those going out to speak on behalf of the company. So
in this sense there should have been a real emphasis on the presentation of
evidence and argument. A second major concern was that the customers
hear a coherent and consistent message from those who are part of the
speakers bureau.
As utilities have experienced deregulation because of federal
legislation, it can be seen nationally that utilities are placing more
importance on their speakers bureaus in order to effectively communicate
information about rate increases, quality services and quality-controlled
spending. According to Sierra Pacific Power Company’s Corporate Affairs
Director Darrell Plummer, it is now common for utilities to have one frill
time employee dedicated solely to public speaking (Plummer, January 17,
1994). Each of the three utility companies studied, Nevada Power, Sprint
Central Telephone-Nevada, and the Las Vegas Valley Water District, have
one person who coordinates speakers bureau activities.
Background Information on Nevada Power
Nevada Power Company, based in Las Vegas, and in the fastest
growing state in the nation, has been providing electricity to Southern
Nevadans since February 1906, one year after the city of Las Vegas was
founded. The founders of Nevada Power Company were two local
businessmen, a lumberyard owner and an engineer. The company currently
employees more than 1,800 people.
Nevada Power’s service territory covers 4,350 square miles in Clark
and Nye Counties including Las Vegas, Henderson, North Las Vegas and
Laughlin. The company serves over 380,000 customers with 336,193
residential and 46,838 industrial customers. Nevada Power Company is the
only utility company in the nation to which its industrial customers pay
higher electric rates than residential customers (Alberta, March 11, 1993).
According to Nevada Power Manager of Media Relations and Public
Information Rob McCoy, the gaming industry represents a substantial
portion of its industrial customer base, but their biggest individual energy
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demands come from other sources including the Southern Nevada Water
System, Nevada Test Site, Nellis Air Force Base, Las Vegas Valley Water
District and the Clark County School District (McCoy, February 15, 1994).
The population boom seen in Nevada has helped Nevada Power to
exceed the traditional customers utility growth rate of 2 - 3% annually.
Nevada Power reports that its total ultimate customer growth rate was
10.1% in 1989, 9.4% in 1990, 5.3% in 1991, and 4.6% in 1992. These
increases were well above the national and regional figures. (Alberta,
March 11, 1993)
In 1993, Nevada Power added an average of 1,800 new electric
customers each month. Nevada Power’s projected customer growth rate
over the next five years is 4 - 5% annually, which is more than twice the
national average (Alberta, March 11, 1993).
Las Vegas is a booming metropolitan city with some of the world’s
largest resorts, one of the fastest growing residential areas in the country,
and a healthy and growing business sector. This places unique challenges
on the city’s infrastructure and on Nevada Power to provide electricity in an
efficient yet affordable manner.
Scope, Limitations and Purpose of This Study
This case study examined the speakers bureau and speeches
delivered by others at one of Nevada’s largest utility companies, Nevada
Power. Of special interest were the bureau’s philosophy, goals and
objectives, speech training program, speeches of Nevada Power employees,
the background and activities of the bureau’s manager.
This study focused specifically on Nevada Power’s speakers bureau
and the speeches delivered. Nevada Power was chosen for this first case
study of a corporate speakers bureau because it was decided that the study
should be conducted on the corporation with the most developed bureau.
Although the focus was on Nevada Power, the study examined, to a lesser
extent public speaking activities at Sprint Central Telephone-Nevada and
the Las Vegas Valley Water District. The purpose of comparing the
speeches from those three utilities was to explore the extent to which
Nevada Power’s speakers bureau and speech program had potentially
unique characteristics. The focus of the study, though, was on Nevada
Power.
The purposes of examining the above topic were:
1) to describe the function and structure of the bureau,
2) to ascertain the degree to which its training program utilizes sound
public speaking principles found in academic text books, (by
comparing how Nevada Power trains its employees versus what the
academic text books suggest about public speaking),
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3) to ascertain the effectiveness of the bureau’s training program in
preparing speakers to communicate well with their audiences, (by
looking at the content and quality of Vince Alberta’s public speaking
training program) and,
4) to suggest ways the bureau could improve its activities.
History of the Nevada Power Speakers Bureau
Nevada Power first began to focus on improving their employees’
public speaking efforts in 1987. At that time, Conrad Ryan was Chief
Executive Officer and Bill McGarry was Senior Vice President of Customer
Services and Communications. Murray Westgate, Manager of Public
Affairs, reported directly to McGarry. Mr. Westgate wanted to start a
Nevada Power Toastmasters Club to train employees for public speaking.
An in-house Toastmasters group was formed which met weekly
during working horns at Nevada Power. The senior management initially
agreed to pay all Toastmaster fees for any employee who wanted to
participate. However, once the Toastmaster Club had officially begun and
was open to all Nevada Power employees, Ryan changed his mind, wanting
to pay only for the upper management to participate. McGarry, upset by
this, wanted to ensure that Nevada Power senior management followed
through with their earlier promise and succeeded in achieving the
11
corporation pay initial fees for all employees to participate (Newlon, March
23, 1994).
In 1989 Nevada Power hired Allison Newlon as Communications
Specialist. At that time, Nevada Power had a very informal speakers bureau
in place.
Any training employees received came from their participation in
Toastmasters. Speeches given were because of reactive measures when the
Communications Department responded to a phone call from a community
group requesting a speaker from Nevada Power. There was not an
organized, proactive effort by Nevada Power to promote their speakers
bureau to community groups, but instead a response to requests from
individuals or groups in the community who wanted to hear more about
Nevada Power.
When McGarry retired in late 1989, Nevada Power President Jim
Holcombe reorganized the communications and public relations efforts and
named Newlon Director of Corporate Communications. One of the first
projects Newlon was involved with as Director of Corporate
Communications was the 20-Year Resource Plan. In 1990, Nevada Power
had to submit this 20-year plan to the Public Service Commission. This
plan outlined Nevada’s long-term proposed activities and plans for
obtaining electric power. The outcome from Nevada Power’s submittal of
12
this plan would ultimately help Nevada Power executives to see the need
for effective public speaking efforts from them and their employees.
Once this 20-year plan was submitted, the Public Service
Commission mandated against Nevada Power’s wishes, that Nevada Power
could not build any more generators due to the Energy Policy Act. Nevada
Power was forced to sign a contract using other utilities existing generators
(i.e. co-generators), due to the Energy Policy Act instead of being approved
to build their own new generator sites.
The use of co-generator power forced Nevada Power costs to
increase, so Nevada Power needed to have the community and the Public
Service Commission understand why they were requesting a rate increase.
Thus, the utility executives saw the need for effective public speaking
efforts for them and their employees.
Nevada Power’s senior management devised a plan for Nevada
Power to raise rates due to the Public Service Commission’s mandate.
According to Newlon, it was Nevada Power’s goal to “win over” the
business community and other groups (Newlon, March 23, 1994).
Two target groups identified were businesses and senior citizens.
The business sector was presumed easier to persuade because they were
used to looking at the “bottom line”, and at facts and figures. Thus, Nevada
Power could use data as evidence and rely on reasoning when addressing
13
that group. Senior citizens were harder to persuade and had to be addressed
with more of an emotional appeal as well as using facts and figures (i.e.
evidence and persuasion) in a speech. The importance of convincing senior
citizens was that they tended to be one of the most active and vocal groups
in the community, were very well organized politically, and were seen as
having the time to devote to opposition if unconvinced.
Thus, Nevada Power saw a strong need to organize a successful
speakers bureau that could effectively relay Nevada Power’s message to the
community. This became very apparent as they made their appeal to the
Public Service Commission for a rate increase. During the first rate
increase that Newlon had observed since being employed by Nevada
Power, she saw that the Communications Department did not have adequate
procedures and structure in place to handle public speaking activities. Most
of the public speaking engagements had been handled by Chief Financial
Officer Steve Rigazio and Vice President for Customer Service Cynthia
Gilliam. Newlon said that those two were “drained” and wanted others to
help share the public speaking responsibilities (Newlon, March 23, 1994).
Newlon made an appeal to senior management to put together a pro
active speakers bureau that would be well-trained and prepared to deliver a
speech to any group. The management agreed to have this group in place
and approved it. In July 1991, Newlon hired Vince Alberta to serve as a
Communication Specialist focusing primarily on public speaking, and to
organize an ongoing speakers bureau effort.
Newlon and Alberta put together a speakers bureau and opened the
public speaking activities to any employee who wanted to be trained and
who wanted to participate. They expanded the base of speakers by
including a larger and diverse group of employees who were prepared to
give a public speech, consequently lightening the load of Chief Financial
Officer Steve Rigazio and Vice President of Human Resources Cynthia
Gilliam.
Through the use of effective public speeches, consistent with the
principles of leading college public speaking texts exemplified by Lucas’
The Art o f Public Speaking, Newlon helped to achieve a successful
completion of the pending rate case. However, once the rate cases were
completed, the management questioned the need to spend employee’s time
practicing public speaking skills. “The senior management questioned the
need for the purchasing director to give public speeches when they were not
in the middle of a rate increase hearing,” said Newlon, “and when the
pressure of rate increases was on, they supported it; when it was off, they
questioned it” (Newlon, March 23, 1994).
Newlon’s philosophy was that in order to run an effective speakers
bureau, you had to have an employee, like Alberta, spend at least 50% of
his/her time to run and maintain it. Newlon tried to ensure that there was
continuity with constant training and practice for the speakers. “Once you
neglect the program, then the weeds start to grow,” said Newlon (March 23,
1994).
While serving in the role as corporate communications director,
Newlon had to continually ask herself how important the speakers bureau
was to her. She had to make a commitment to the program and fight with
the management to retain it. In lean budget years, it was one of the first
things management proposed to discontinue (Newlon, March 23, 1994)
In 1992, Alberta’s first year of coordinating the speakers bureau,
Nevada Power reached 129,404 people through public speeches. Those
speeches were delivered to various community-service organizations and
special events such as home shows, seminars, public hearings and
workshops. A total of 65 employees from a variety of departments and job
levels, delivered the speeches. Those representatives gave 158
presentations to 143 groups over 117 days during the year (Alberta, May
13, 1993).
Alberta estimated that those presentations translated into 298 hours
and 6 minutes of community-service speaking. Additionally 28 employees
spoke a total of 70 hours outside of work. Alberta reported that “while
covering a variety of topics throughout the year, company representatives
16
gave special emphasis to explaining the effects of the rate-case decision in
July 1992, energy-saving tips, the electric vehicle and the customer stock
purchase plan” (Alberta, May 13, 1993)
The public speaking program at Nevada Power was selected because
it is the most developed of the any utility in Southern Nevada.. Of the three
utility companies studied, Nevada Power was the only one that maintained
a full-time employee to coordinate and oversee the speakers bureau. The
other two companies, Sprint Central Telephone-Nevada and the Las Vegas
Valley Water District, had employees who delivered public speeches, but
did not have formal speakers bureaus. The public speaking training
sessions at the Las Vegas Valley Water District and at Sprint Central
Telephone-Nevada were either non-existent, or due to employee
reassignment, were not in operation during Spring, Summer and Fall of
1993.
Nevada Power had maintained a speakers bureau intermittently over
the past 15 years. With the passage of the 1992 National Energy Act,
which de-regulated the electric utility industry, Nevada Power officials
determined that public speaking and public presentations would be crucial
in informing the public about the changes in the electric utility industry.
Nevada Power had held a monopoly in providing Southern Nevada with
electric power for almost 90 years, but now they would have to persuade
17
people that they were the most efficient electricity supplier and would have
to compete for the business of customers in Southern Nevada.
Organization of Bureau and Goals
During 1993, the speakers bureau was run by Alberta. At that time,
he reported to the Manager of Media Relations and Public Information Rob
McCoy, who answered to the Director of Corporate Communications
Allison Newlon. Newlon had a direct reporting line to Nevada Power
President and Chief Operating Officer Jim Holcombe. (Appendix I).
Alberta’s primary responsibilities dealt with organizing the speakers
bureau and implementing public speaking policies and procedures. He also
had the responsibility of marketing the speakers bureau to the public.
Alberta was happy to have the renewed support from the upper
management and more actively promoted the speakers bureau through
public service announcements, bill inserts and news releases (Alberta, May
13, 1993). Since the enactment of the 1992 Energy Policy Act, the need for
Nevada Power to present a positive corporate image had never been
stronger.
One of the first things Alberta did when he began his job was to call
other utilities in Nevada as well as around the country to find out how they
structured their public speaking efforts. He then looked internally inside his
18
corporation to analyze previous public speaking activities, and to determine
how he could improve them. He discovered that public speaking training
was not taken very seriously among the employees and among the
managers. He found upper management had not given public speaking
training a high priority. Therefore, employees were not making an effort to
take time out of their days to go through the training sessions and to
become members of the public speaking team.
One of Alberta’s goals was to get on-going support for the speakers
bureau from upper management. Without this support, attendance at the
speaker’s training sessions would remain low. Alberta and his supervisor
met with key managers and persuaded them to support employee speech
training sessions using company time to attend in-house public speaking
workshops.
Another of Alberta’s goals was to provide enough speaking
opportunities for the speakers bureau members to maintain their public
speaking proficiency. Through the in-house Toastmasters group and semi
annual public speaking workshops, Alberta was able to provide enough
speaking opportunities for the bureau members to remain well rehearsed.
Alberta also set as a goal the publication of a packet listing all
speakers and their topics. However, he did not just want to list the
employee’s names and topics in the resource planner because he said
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“consumers will only book the sexy, important-sounding employees to
speak” (Alberta, June 2, 1993). His intention was to be creative in
packaging the topics so that the speakers would appear to be equally
appealing. He wanted to put together a marketing piece that “titillates with
the title but does not give away the name of the speaker, because the
speaker may be an engineer or someone perceived to be boring” (Alberta,
June 2, 1993).
The philosophy of the Communications Department was to recruit
many employees from a variety of departments and to prepare them to give
public speeches. After Alberta received management endorsement, he
began recruiting key employees from diverse groups to go through his
public speaking training program. Nevada Power currently has
approximately 60 employees who are well-trained and prepared to deliver
public speeches.
Organizational Support for Bureau from Senior Management
As previously mentioned, there has not always been strong support
for Nevada Power’s speakers bureau from senior management. Some
managers supported the notion of employees being well versed in public
speaking, but did not fully endorse the training program with money or with
time off for employees. Employees were permitted to participate in the
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public speaking workshops as long as their work was finished and
participation did not interfere with their primary job responsibilities.
When budgetary meetings were held, Newlon always had a difficult
time convincing Nevada Power executives that money was needed in order
to maintain the speakers bureau training programs (Newlon, March 23,
1994). Financial support was needed for on-going aspects of their public
speaking efforts, such as research of public speaking locations and
audiences, speech writing and preparation, follow-up to the speeches
delivered, and ongoing practice with employees who delivered speeches.
Nevada Power executives were reluctant to allot money to ongoing public
speaking efforts. Newlon said that in tight budgetary times, the
management felt that a well-planned public speaking program was a luxury
and not a necessity (Newlon, March 23, 1994).
The passage of the National Energy Act was the decisive factor that
led management to endorse the efforts of the communication department
with regard to public speaking and the implementation of the speakers
bureau (Newlon, March 23, 1994).
Various formats for the public speaking workshops were tried using
different times, days of the week and different locations. After much
experimentation, Alberta settled on a schedule of public speaking
21
workshops on two consecutive weekdays for four hours each day during the
workday in a Nevada Power training room.
Training of Speech Instructor
At the time of this study, Alberta was a graduate student in Public
Administration at the University of Nevada, Las Vegas. He received his
undergraduate degree in Mass Communications in 1985 from Mesa State
College in Grand Junction, Colorado. His work experience includes ten
years in radio, four years in television and two and a half years working for
a newspaper. Before moving to Las Vegas in the Fall of 1991, he delivered
the commencement address to his alma mater, Mesa State College. Upon
his arrival in Las Vegas he secured a job working for KUNV 91.5 FM radio
station as the Director of Development. Ten months after his arrival, July
1992, when Nevada Power wanted to hire a Speakers Bureau Coordinator,
Alberta was selected for this position over a long list of candidates. One of
the primary interviewers, Allison Newlon said, “We interviewed dozens of
candidates for this job, but none of them seemed as confident, qualified and
as well-prepared to verbally extol his ideas to the search committee as
Vince. He clearly knew what to say and pushed the buttons of the
committee” (Newlon, March 23, 1994).
Alberta’s primary public speaking training came from college public
speaking courses and from the hands-on experience he gained as a
broadcaster at KREX television station in Colorado. He also took UNLV’s
COS 711 (Research Methods) which dealt with speech criticism. The fact
that he combined both academic speech studies with real world public
speaking experience, added to his credibility as a speech instructor.
Following Alberta’s employment began at Nevada Power, he has
attended several speakers bureau workshop conferences and has talked to
speakers bureau coordinators all over the country to learn as much as
possible.
CHAPTER 2
REVIEW OF LITERATURE
Source Document
Since functions such as speakers bureaus often are a function of
human resource development units, Training and Development Handbook
by Robert L. Craig was utilized, and was helpful in determining how to
categorize the numerous publications dealing with the subject matter of this
review of literature. Craig states that there is a difference between
education and training. “Education challenges the individual intellectually,
uncovers latent talent and ability, and improves performance at doing and
thinking. Concepts, values, ideas and incidents discussed in the classroom
force the student to think, improve problem solving capability, and clarify
values. Training teaches specific skills or procedures. It is more narrow
and specific than education. Many learning programs use both educational
and training elements to achieve their objectives” (1987, p. 586).
Indeed the distinction of education vs. training is useful. There are,
of course, many instances in the process of giving a corporate presentation
in which the goals of enhanced education are also achieved. Therefore, a
strict dichotomy between education and training does not exist.
23
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Craig also states that “It is important to discover the method that will
assure learning takes place. To do this, the development professional’s first
question concerning a learning objective should be, ‘How will these
particular managers learn this most effectively?’ Only after this has been
answered can the question be asked ‘Given what I know about learning how
can this be taught most effectively?”’ (1987, p 586).
Once these questions have been answered, the best learning
environment for the employees (i.e. the students) can be discovered, and the
emphasis can be placed on the student. Thus, having an appropriate
learning environment for the student is closely related with how much they
will learn. Speakers bureau coordinators such as Alberta, and Centel’s
former Speakers Bureau Coordinator Lany White believe that the most
effective public speaking training professionals can receive often takes
place in their work environment (Alberta, March 11, 1993 and White,
March 10, 1994)
Based on Craig’s notion about the difference between education and
training, the review of literature is categorized into two different areas:
educational literature, consisting of traditional speech communication text
books, and training literature. The latter is separated into two areas: a)
information about training the speech trainer, and b) information about
public speaking techniques.
25
Non-Academic Training Literature
In this Review of Literature section on “Non-Academic Training
Literature,” the information found is broken down into two areas: 1)
information about training the speech trainer, and 2) information the speech
trainer may use in their training session. Following is a discussion of
articles dealing with information about training the speech trainer.
In a November 1992 issue of Training and Development, Kittie W.
Watson and Larry L. Barker discuss eight misleading assumptions that
inexperienced trainers make about listeners, and give advice for gaining
audience attention in an article titled, “Both Sides of the Platform” (pp. 15-
18). Also in Training and Development, is an article written by Terry H.
Chapman in April 1992 titled, “Coaching Speakers” that provides tips for
more effective training sessions (pp. 21-27). Chapman gives suggestions
for helping speakers to meet training goals, and for preparing presentations
that are well-organized and useful to the audience. This article also
suggests means of evaluating speakers.
Barbara Lyne discusses techniques for the care and treatment of
stage fright in a January 1993 article “Speaking for Myself... I’d Really
Rather Not” {The New York Times, p. 142). Lyne discusses speaking
apprehension in the corporate world, and focuses on the coaching offered
through a company called Speech Dynamics, Inc. In continuing to look at
26
public speaking problems that corporate executives sometimes face, Deidre
Fanning writes about the training and analysis of corporate speakers in her
1990 article “The Public Equivalent of Root Canal” (The New York Times,
p. F25). Fanning provides observations on executive technique, discusses a
successful public speaking seminar and gives comments on the extreme
speaking apprehension experienced by many businesspeople.
Looking at the lesson plans utilized by speech trainers, Michael R.
Toney gives instructions to trainers on how to prepare public speaking
lesson plans in his June 1991 article titled, “Lesson Plans-Strategies for
Learning,” (Training and Development, pp 15-18). Toney provides
instructions to trainers on preparing lesson plans for courses. The author
approaches the lesson as if it were a speech, thus making it applicable to a
study on public speaking.
In a May 1990 article in The New York Times titled, “Teaching the
Sir Winston Method,” N.R. Kleinfeld reports on a speaking seminar whose
founder taught students to apply Winston Churchill’s oratory techniques.
Kleinfeld notes that “nearly half of all medium and large corporations,
speech instructors estimate, furnish public speaking training for employees”
(P-8).
One of the problems facing speech trainers is that they have a
relatively short period of time to teach public speaking techniques to
27
corporate employees. Employees often are busy and do not have a lot of
time to devote to public speaking training, thus making it even more
important for speech trainers to keep the training sessions concise and to the
point. S.B. Mathur’s 1991 article, “Tips to Tame Trainers’ Time,” Training
& Development, provides recommendations for trainers who have trouble
meeting time constraints (pp 12-13). Mathur gives tips for keeping the
training session focused and on a strict schedule in order to best utilize busy
employees’ time.
Examples of articles are noted that deal specifically with aspects
concerning the speech trainer. Following are some articles that give
practical speaking tips for the public speaker. This type of information is
often included in public speaking training sessions.
Daniel A. Cirucci writes about aspects of a good public speech in his
May 1993 article, “Speak Like the Best of Them” (Association
Management, p. 78 - 83). Cirucci advises gearing the speech to particular
audiences, being careful with humor, structuring the speech in three parts,
and using dynamic linguistic devices such as metaphors, stories, and
quotations. The article also provides additional tips on speech delivery.
Another interesting article dealing with the public speaking act,
written by Jolie Solomon in May 1990, is “Executives Who Dread Public
Speaking Learn to Keep Their Cool in the Spotlight” (The Wall Street
Journal, p. Bl). Solomon discusses treatments available for speaking
apprehension, including consultants, counseling and Toastmasters. Another
article about overcoming public speaking anxiety was written by Mary
Rowland in May 1992 (The New York Times, pF17). This article titled
“Shedding the Fear of Speaking”, describes the types of pointers given in
speaking seminars.
One of the problems faced by technical employees when delivering a
speech to a non-technical audience is speaking in clear enough language for
laymen to understand. Jan D’Arcy addresses this problem in her March
1992 article, “How to Let Others Know What You Know” (Computer
Careers, p 91). D’Arcy gives tips on making presentations on
technical/specialized subjects that are clear and understandable for different
audiences. Tips include finding common ground with the audience, using
stories, and being responsive to the feedback. Another article addressing
technical or specialized speeches is by Bert Decker. In this article, he
discusses the increased demand on more employees for delivering
presentations both internally as well as outside to community groups. His
article, “Successful Presentations: Simple and Practical,” (HR Focus, Feb.
1992, p. 19) suggests an approach to giving talks on technical topics that
involve streamlining messages and using eight audience involvement
29
techniques. Among these are creating drama, giving demonstrations, and
posing thought-provoking questions.
William Saffire’s 1991 article “Impregnating the Pause,” discusses
the pause in classical oratory and the articulated pause in modem times
{The New York Times Magazine, June 16, 1991, p.8). Also looking at
pauses of “uhs” in speeches is a 1991 article by Michael Waldholz, “Here’s
One Reason, Uh, Smart People Say ‘Uh’” {The Wall Street Journal, March
19, 1991, p. Bl). Waldholz reports findings of psychologists that speakers
in more abstract subjects are more likely to say ‘uh’ because they have
more latitude in searching for appropriate words.
Toastmasters is an organization often recommended by public
speaking trainers. Pat McNees discusses public speaking in her 1992
article, “Scared Speechless?” {The Washington Post, Jan. 14, 1992, pE5).
McNees recommends Toastmasters as a means of conquering fear of public
speaking, and discusses evaluations offered by Toastmasters. She also
provides a listing of additional reference materials on good public speaking.
Specific public speaking tips are discussed in Victor Parachin’s 1990
article, “10 Tips for Powerful Presentations” {Training, July 1990, p. 59-
60). Parachin presents ten tips: begin dramatically, be brief, be organized,
use humor, keep it simple, never read, take charge, be sincere, consider
conditions, and tell stories.
Richard G. Plavetich and Brian H. Kleiner state that public speaking
is a skill that can be learned in their 1992 article, “How to Be an Effective
Public Speaker” (Training & Development, Nov. 1992, pp 17-20).
Plavetich and Kleiner provide suggestions for preparing, delivering and
concluding presentations. The article deals with overcoming nervousness;
rehearsing; the elements of the speech—introduction, body, supporting
material, conclusion and the question period; and physical appearance.
In addition to literature on speech pedagogy, many brochures and
manuals printed by Nevada Power describe the utility company’s policies,
procedures and recent legislation passed which de-regulated the electric
power industry. Understanding the regulatory aspect of utility companies
was necessary before trying to analyze the importance of delivering
speeches about them. This literature provided background for the
discussion of industry de-regulation.
Journal Articles
One might expect that the popularity of corporate public speaking
and the extensive consulting carried on by academics in this area would
have resulted in a plethora of journal articles and publications. However,
only two academic journal articles related to this study. The first one, “A
Program of Public Speaking Training: One Consultant’s Approach” by
Lynn Webb (1989), addresses public speaking training at a utility company.
In this article, Webb documents public speaking practices at a public utility
company in Gainesville, Florida. Webb reduces public speaking training for
utility company employees into these four elements: delivery, organization,
persuasion and audience adaptation.
Providing public speaking training in a business environment, rather
than in an unfamiliar outside location, makes it more conducive for a
business professional to take advantage of the training available. Webb
held her training sessions in the evening to help eliminate phone calls and
other possible distractions. Conducting sessions in the utility’s training
room was convenient for the employees to attend after work. Webb argues
that holding a training session after work hours tends to increase
absenteeism. In Webb’s training session, a total of 11 people were enrolled
in her workshop with only six people in attendance at every session. This
particular session consisted of four 3-hour sessions on four consecutive
Tuesday evenings.
Two of Webb’s major criticisms of public speaking in the corporate
world are: 1) too many speech trainers use canned training courses that
they apply indiscriminately among a variety of different clients and
businesses, and 2) too many public speakers have only received college
32
level public speaking instruction, as in COS 101 at UNLV, and not the
more specific training available at a corporate level.
Webb cites “Johnson and Szczupakiewicz (1987) research indicated
that the two delivery styles most often used by college graduates in the
work place are impromptu and extemporaneous delivery. Further, the
authors reported that the respondents rated ‘informative speaking’ as the
most often used and the most important public speaking skill from among a
list of 18 options (e.g. selecting a topic, gathering support materials,
entertaining speaking” (1989, p. 75).
Webb states that “Companies, agencies, trainers, and scholars
recognize the importance of effective public speaking for practitioners in
the business world. However, most instructional materials on public
speaking are written for college students rather than practicing business
professionals” (Webb, 1989, p. 72)
When discussing delivery, she stresses the importance of eye
contact, gestures, body movement and posturing, and voice. If these basic
elements of delivery are carried out in a proper manner, a speaker can keep
an audience involved. A speaker can have important speech copy prepared,
but without the proper delivery style, the message may not be heard by the
audience.
33
Webb’s discussion of organization addresses speech arrangement. A
speaker needs to present correct information and all of the parts of the
speech need to allow the most logical flow of information. The
introduction must capture the audience’s attention, the speech body must
convey the necessary information, and the conclusion needs to summarize
and recap important aspects of a speaker’s message.
Audience adaptation is one area that will be different each time a
speaker walks in front of a new audience. There are many factors to
consider in assessing an audience including age, background, time of day
the speech is given and whether or not the audience has just eaten a meal.
Another article used in this review of literature was written by Susan
Jarboe, “Teaching Communication Consulting and Training (or, Reminisces
of a Trainer)” (The Southern Communications Journal, Fall 1989, pp 22-
41). While Webb covers the intricate details of public speaking, Jarboe
concentrates on preparation for the training session.
She notes that she wants to teach Communication students while
they are at a flexible age and time in their life. “Training does not occur in
a vacuum; it occurs as a part of some effort by the organization to deal with
a felt problem or need. Therefore, my goal is for them to understand how
communication training can be a part of an overall process of organizational
growth and change” (1989, 23-24).
34
Jarboe’s idea is that college students should read two textbooks prior
to conducting a speech training session: a book on consulting and a book
on training. She contends that the combination of having both knowledge
of consulting as well as training information, will help to make for a well-
rounded consultant.
In discussing the preparation needed for a speech consulting job,
Jarboe recommends a similar style of preparation to Webb’s. Webb
describes her process of trying to secure a contract with a public utility
company, and how she designed a workshop specifically for that
corporation’s needs. Webb’s workshop preparation involved a training
proposal provided months in advance of the job’s starting date, including a
workshop design and information on how evaluation would be conducted.
Similarly, Jarboe provided a preliminary contract for the desired job
based on an analysis of the corporation so that she could cater her training
session specifically to their needs. The proposed design offered a solution
and an evaluation to be measure the effectiveness of the design.
In looking at who makes a good speech trainer, Jarboe opines that
sometimes academicians “were too wrapped up in theory and could not see
what the organization really needs” (1989, p. 28). She observes that her
“first experience with ‘theory versus practice’ was unsettling because a
35
Ph.D. does not necessarily command respect” (1989, p. 28) in the
consulting world.
Regarding the problem trainers sometimes face in maintaining a high
attendance rate, Jarboe says, “most supervisors and managers were willing
to let employees come on pay status, if they could schedule coverage on the
units” (1989, p. 29).
While Webb recommends evening training sessions, both Jarboe and
Vince Alberta prefer day training sessions. Nonetheless, a hazard of
conducting the training sessions in the building during the day may mean
that “the participants although ‘excused’ from their duties were still
accessible. Trainers had to get used to beepers going off and participants
who disappeared, never to return.” (Jarboe, 1989, p. 37)
An incentive Jarboe uses to encourage employees to participate in
her workshops is to provide certificates at the end of the session. This
serves two purposes: a visible reward to the participants, and when
applicable, a personal copy of the CEU’s earned in the program.
Jarboe’s philosophy is to give the workshop participants a say on
how program scheduling, such as selection of time of day, and length of
sessions. Jarboe discovered a 16-hour program, with 4-hour segments was
preferred, taking place one day each week, allowing students to practice
36
what they had learned in each session before returning to the next training
session.
In setting up training sessions, Jarboe ensures a cohesive group of
employees by paying particular attention to avoiding a manager matched up
with their employee, thus making it difficult for the subordinate to speak in
class.
CHAPTER 3
METHODOLOGY
This thesis utilized a case study approach and application of
rhetorical criticism. According to Gerald R. Adams and Jay D.
Schvaneveldt (1991), “The case study approach is an in-depth study of one
or a limited number of cases in which each case is treated as a whole. The
case study approach is particularly helpful when deeper understanding is
needed and when there is little concern about generalizing to a large
population” (p. 117).
To assess the effectiveness of the Nevada Power bureau, the
operations are compared to criteria contained in leading college public
speaking texts. A discussion of these criteria is found on page 41. Actual
speeches are measured against the standards set forth in college text-books
and training manuals.
Approximately 126 hours were spent by the researcher over a one-
year period observing public speaking practices at Nevada Power, Las
Vegas Valley Water District, and Sprint Central Telephone-Nevada, and
interacting closely with key company public speaking employees. This
approach enabled a “behind the scenes” understanding of problems and
successes.37
38
Nevada Power received close scrutiny while the Las Vegas Valley
Water District and Sprint Central Telephone-Nevada public speaking
representatives were only interviewed. The latter provided background
information and context for comparison in this study.
Establishing a close working relationship with the Nevada Power
utility company employees resulted in more information than would have
been given to an outsider dropping by to ask a few questions. This
relationship also provided opportunities to observe public speaking
activities firsthand and to compare and contrast those efforts with other
utilities.
Added benefits resulted from access to several of the company’s
internal goals and expectations which provided a better analysis of then-
public speaking problems and proposed solutions, and the opportunity to
build a trusting confidence with various employees.
This case study also utilized standard principles of rhetorical
criticism to investigate speeches made by Nevada Power employees.
Various public speaking practices were analyzed for content, style,
delivery and audience feedback. Compared and contrasted were the
frequency of speeches given, audiences, employee status, description of
trainers, preparation and research of speaking location and audience, type
of printed material or audio/visual aides, monitoring of speech follow-up
39
and feedback, and identification of problems, if any, experienced during the
speech presentations.
CHAPTER 4
ANALYSIS
An assumption made by the researcher in this study was that the
leading college and university public speaking textbooks explicate a useful
set of public speaking principles and techniques. These principles are the
result of many years of research employing empirical, experimental and
applied methodologies.
The sampled textbooks present what is fundamentally a Neo-
Aristotelian model. Therefore, this model is used to critique both the
Nevada Power speakers bureau speech training program and the actual
speeches given by speakers in the company who benefited from this
training.
The salient characteristics of this Neo-Aristotelian model are:
1) A concern for the primacy of audience adaptation in preparing and
delivering an effective speech.
2) Emphasis on good reasons. That is, a detailed discussion of the
various types of arguments and a discussion of the various types of
evidence and fallacies are competently laid out in a logical, clear
style.
3) A concern for the ethical dimension in public speaking.
40
41
4) A recognition of the importance of emotional appeals as long as
those appeals do not overshadow good reasoning and sufficient
evidence.
5) A recognition of the importance of appropriate language so that the
audience is able to easily understand the message and may respond
as desired.
6) The importance of establishing source credibility during the act of
speechmaking is an important aspect of public speaking.
The modified Aristotelian model found in speech textbooks is
different from Aristotle’s model in that the modified version considers:
A) Empirical evidence plays an important part in the persuasion
process,
B) Informative speaking is discussed,
C) There is very little discussion of the fifth canon of memory,
D) It considers stage fright.
The best selling college speech text, “The Art of Public Speaking”
by Stephen Lucas (1989) exemplifies this Neo-Aristotelian model found in
most public speaking texts including: Osborn and Osborn’s Public
Speaking, Verderber’s The Challenge o f Effective Speaking, Bradley’s, The
Fundamentals o f Speech Communication, Ross’s Speech Communication:
The Speech Making Process, Metcalfe’s Building a Speech, Gregory’s
42
Public Speaking for College and Career, and Gronbeck, Eninger and
Monroe’s Principls o f Special Communication, [see bibliography].
The summary of topics discussed by Lucas and others cited serve as
a guide in determining the extent to which Nevada Power’s Speakers
Bureau adheres to the basic principles of public speaking. Those topics
include: 1) determining the general and specific purpose of the speech, 2)
audience analysis, 3) informative speaking, 4) persuasive speaking-
reasoning and evidence, 5) evidence, 6) organization, 7) language style, 8)
delivery, and 9) visual aids.
Speakers Bureau Training Program
The Nevada Power speaker bureau conducts public speaking training
sessions twice each year. Vince Alberta was in charge of recruiting a
diverse group of employees throughout the year to participate in this
program. Mr. Alberta informed all Nevada Power employees about the
sessions via the company bulletin board, newsletter and through interoffice
memos. All employees were invited to attend, but they must have had the
permission from their direct supervisor since they would attend during the
workday.
The sessions were held on two consecutive days from 9:00 a.m. to
2:00 p.m. A maximum of twelve employees was suggested for each
43
session, however an average of six employees traditionally attended the
sessions. One session was offered in the spring and the other in the fall.
Mr. Alberta had the primary responsibility for the preparation of the
seminar, and for conducting the sessions.
The workshop dealt with 10 topic areas: (Appendix II)
1) Fear
2) What Makes a Good Speaker?
3) Physical Exercises
4) Verbal and Vocal Exercises
5) Learn About Your Audience
6) Goals
7) Organization and Practice
8) Faith
9) Questions and Answers
10) Variables
As will be seen, these topic areas and content differ significantly
from Lucas.
The first session “Fear,” focused on overcoming fear associated with
public speaking. The discussion addressed fear of performing poorly, fear
of audience and fear of material. Whereas Alberta concentrated on what
not to do, Lucas’ public speaking model showed ample examples of how to
44
be properly prepared through “Practicing Delivery” and using a speaking
style appropriate for that individual speaker.
The second session, “What Makes a Good Speaker?” encompassed:
mental, physical and verbal preparation. Almost all of the topics in the
three sub-topics focused on delivery or style. Alberta placed a heavy
emphasis on delivery in this section. In covering the various aspects of the
makings of a good speaker, Alberta discussed how to mentally prepare for a
speech with positive thinking and how to be physically prepared with a
good night’s sleep and care given to vocal cords. In comparison, Lucas
described a good speaker as someone who is well prepared, has the ability
to think critically, and has the proper balance of evidence, persuasion and
emotion in a speech.
“Physical Exercises” focused on eye contact and gestures, or the
importance of non-verbal communication in public speaking. Again,
Alberta placed much emphasis on delivery, in this case non-verbal delivery.
College texts, on the other hand, go into much more detail and discusses
bodily action and how the speaker’s bodily actions affect the audience.
They recommend spending extra time rehearsing the introduction and
ending of the speech so that the speaker’s bodily actions are especially at
ease at those times. However, both Alberta and the texts agree with the
importance of maintaining eye contact with the audience.
“Verbal and Vocal Exercises” presents ways to gain audience
attention and use cf voice inflection. In this section, Alberta instructed his
students to repeat sentences giving voice inflection at different words in the
sentence to see how the meaning can change. While Alberta focused
primarily on delivery, the texts focused on the importance of language and
the imagery and rhythm of using vivid language.
The “Learn Your Audience” section included a handout with ideas
for gaining audience approval. The session failed to provide an analytical
structure that would be helpful in really “knowing the audience”. Whereas
Lucas discussed psychological and demographic factors important in
designing an appropriate message, Alberta failed to provide an analysis
methodology or technique enabling the presenter to sufficiently understand
an audience. For example, he asked the question, “What messages will
provide genuine ‘take home’ value for this group?” Yet Alberta did not
provide the kind of demographic, psychographic, and situational data about
the audience that would provide the basis for answering the question. A
way to arrive at the fundamental subquestions that should be asked is
missing. For example, learning to use data such as age, gender, religion,
hopes, aspirations, and values of his audience were needed to design the
appropriate message using the best delivery, style and language.
46
The sixth section, “Goals,” discusses two different topic areas:
purpose and delivery. Suggestions on audience message retention focused
almost exclusively to delivery oriented techniques, effective use of visuals,
and garnering audience participation. What Alberta should have added
here, and what the texts would advocate, is that good arguments and
evidence creatively presented and grounded in the audience’s values and
attitudes also will enhance message retention.
“Organization and Practice” taught the importance of outlining and
the instructor organizes the training material around the metaphor of a meal.
The “meal” has three courses: 1) Appetizers, 2) Main Course, and 3)
Dessert. The focus was on the presentation of an actual speech.
The “Appetizer Course” follows closely what the texts tell students
about introductions. For example: in the first 10 seconds you need to gain
audience attention, do not apologize, use language that functions as
“grabbers,” and memorize the introduction.
In the body, or “Main Course” three main points should be supported
by facts. Although focusing on the use of facts, no detailed discussion was
pursued of the kinds of “facts” or evidence useful to support the main
points. For example, a good contrast to this is the very detailed discussion
of evidence and its use provided in the Lucas textbook, “Evidence consists
47
of supporting materials-examples, statistics, testimony-used to prove or
disprove something” (1989, p. 323).
The “Dessert” or the close of the speech should include a recap of
the main points. Both Alberta and the texts place an importance of
reinforcing the central idea in the conclusion of the speech.
The eighth section titled, “Faith” discussed the positive mental
attitude that can come from being prepared for a speech. Alberta contended
that if a speaker is well-prepared, then that confidence will instill faith in
the speaker to perform well. Alberta focused on how anxiety can be a
positive driving force. He also focused on how to avoid being boring to an
audience. Other topics he touched upon were the importance of being clear
with the purpose of the speech, suggestions for an appropriate amount of
information to discuss with an audience, and a caution to the speakers to
avoid a rambling speech. Also stressed was the importance of proper voice
projection and proper use of stories and examples, which again focuses on
deliveiy. This section covers too many different or recurring topics.
Whereas Alberta’s public speaking training session covered some of
the aspects found in the textbooks, the topics were scattered and did not
appear to have a smooth-flowing presentation to the students. Alberta
placed most of his emphasis on delivery, in contrast to the texts which
equally cover the various aspects of public speaking from preparation, to
48
audience analysis, to gathering materials, supporting speech ideas,
organizing the introduction-body-conclusion of the speech, using
appropriate language, effective methods of delivery, using proper visual
aids, and the various types of speeches including persuasive and
informative speeches.
Although the training program did not focus on evidence and
analysis, there were examples of speeches given under the auspices of the
speakers bureau that did display evidence and logical reasoning.
Analysis of Speeches—Content and Delivery
In reviewing the speeches from the three utility companies, Nevada
Power was the only utility keeping copies of a variety of speeches on file.
The speakers from all three utility companies most often spoke from an
outline, or bullet points rather than a typed speech. Their speakers often
wrote their own bullet points and elaborated the speeches from knowledge
they possessed. Exceptions occur when the CEO or upper management
gave an important speech, such as to the shareholders, or to Wall Street
firms, in which case he speeches were typed out in detail.
Utility company speeches can be categorized into three categories:
1) Technical or business audience; examples are the Public Service
Commission, stockholders and the business community,
49
2) Public relations; examples are community relations speeches
supporting a positive image for the company,
3) In-house audiences are a third category of people who receive
speeches from selected speakers.
Following is an analysis of Nevada Power speeches delivered by
upper level management. The target audience was Wall Street stock
analysts who make recommendations to their brokerage firms. Three short
speeches given by senior executives to that group were examined. Each
speech addresses a different topic, but all discuss business prospects for
Nevada Power in a rapidly changing competitive environment. The
speakers were: Chief Executive Officer Chuck Lenzie, President James
Holcombe, and Chief Financial Officer Steve Rigazio.
The first two speeches, found in Appendices IV and V on pages 79
through 137, were approximately ten pages long and were double-spaced.
The last speech was not typed out word-for-word, but instead the speaker
relied on slides and delivered his speech from bullet-points facts.
Following are observations about these three speeches:
1) There was abundant use of evidence and statistics in all three
presentations,
2) There were elaborate visual aids in the form of color slides, charts
and graphs in order to present data and evidence clearly,
5°
3) The speeches provided significant analysis of the data and evidence,
4) All were well organized with clear transitions and appropriate
introductions and conclusions,
5) The language and style was direct, clear and concise,
6) The delivery of the presentation, like the style, was straightforward,
consistent with a technical presentation for a technical professional
audience. Few gestures or vocal variety were used.
The emphasis on a well-organized presentation, adequate evidence
and reasoning, a clear purpose statement, and careful audience analysis
were typical of speeches as described in college textbooks.
An analysis of a speech given by former Central Telephone-Nevada
President Jim Kropid shows a deviation from the almost textbook perfect
model just described. The speech was delivered at a consumer hearing
stating rationale for their general rate increase on November 5, 1992.
President Kropid delivered the entire speech and introduced his key
employees at the end of his speech, and used them only to assist with the
question and answer period. At the end of Kropid’s speech were several
pages with answers to possible questions.
Kropid’s speech used more of an emotional appeal than the Nevada
Power speeches just examined. The purpose of Kropid’s speech was to
persuade his audience that his telephone company’s plan for a rate increase
51
was justified. The audience consisted of consumers, shareholders and the
media.
Kropid opened the speech, found in Appendix V, page 127, by
inviting the audiences’ comments and used this technique to establish
himself and his company as friendly and non-adversarial. He proceeded to
provide a history of phone service in Southern Nevada, and emphasized
how Las Vegas phone rates compared nationally. He discussed fiscal
matters, both past and present, with examples of special services offered to
customers. Various aspects of the proposed rate increase and how it would
effect the different categories of phone customers were presented.
He concluded by reminding the audience that the hearing was an
open process and that he wanted to listen to the audience’s comments. As
he opened it for questions and comments, he introduced Regulatory Staff
Manager Linda Stinar, Vice-President for Operations Gordon Thornton, and
Legal Counsel Kristin McMillan.
The speech was 11 pages long and double spaced. Following are
observations about his speech:
1) Like the Nevada Power speech, there was abundant use of evidence
and statistics.
2) Unlike the Nevada Power speech, Kropid did not use elaborate
visual aids, but rather brought hand-outs that gave more detailed
52
information about some of the various phone plans he had briefly
discussed.
3) Like the Nevada Power speech, Kropid’s speech contained a
significant amount of analysis. The difference was that Kropid’s
analysis was put into layman’s terms to meet the audience’s needs.
4) Kropid’s speech was also very well organized and contained clear
transitions and appropriate introductions and conclusions.
5) Similarly, Kropid’s language and style were very direct, clear and
concise.
6) Kropid’s delivery was straightforward like the Nevada Power
speech, but contained a little more embellishment, and more vocal
variety than the Nevada Power speakers.
The last speech in this analysis, found in Appendix VI on pages 138
through 142, was delivered by Las Vegas Valley Water District Vice-
President for Public Affairs Larry Brown to the Mobile Home Park Owners
meeting, October 1990, at a time when Las Vegas had been experiencing
unprecedented growth. Northern Nevada had been through a drought for
the past three years and restrictive water usage laws had been implemented
in Reno. Las Vegas had not yet been through the severe water drought that
Northern Nevada had experienced and Las Vegans did not realize the
53
importance of water conservation. The purpose of this speech was to
convince the audience to adopt water conservation measures.
The speaker’s introduction, found in Appendix VI on pages 138 and
139, outlined what the audience is to learn from the speech: a greater
understanding of water conservation, the potential severity of problems in
the near future without conservation, and some solutions to the problems.
The body of the speech contained evidence by listing giving facts and
figures about water usage in Clark County. The speaker also appealed to
emotion in the body of the speech when he talked about the personal impact
of a water on the audience if Las Vegans do not conserve water. Specific
examples of how consumers can use water more wisely were cited. The
conclusion of the speech again combined emotion with facts by speculating
on how the audience will be affected negatively if Clark County does not
find alternate water supply sources. He stated that Las Vegas will have
ample water if the community conserves water and if the Water District
finds alternate sources for their water supply.
His speech was five pages long and was double spaced. The
following observations were made about his speech:
1) Like the previous two speeches in this analysis, there was use of
evidence and statistics, but not as much as the first two speeches.
54
Instead the speaker used an emotional appeal and intertwined some
facts and figures.
2) The Water District speaker did not use visual aides but instead
distributed printed “hand-outs”. The purpose of the “hand-outs” was
to reinforce the speaker’s message after the speech.
3) Unlike the previous two speakers, the Water District speech
contained only a small amount of analysis. This analysis supported
the reasons for the Cooperative Water Project.
4) Like the previous two speeches, the speech was very well organized
with clear transitions and an informative introduction, body and
conclusion.
5) Again, this speech example demonstrates language and style, that is
direct, clear and concise. However, like Kropid’s speech, the Water
District’s contained more figurative language than the Nevada Power
speech.
6) The speech was more persuasive in nature than the first two
speeches.
CHAPTER 5
SUMMARY, CONCLUSIONS AND IMPLICATIONS
FOR FUTURE RESEARCH
SUMMARY
Utility companies are one sector of the corporate world that face
especially unique communication challenges. The diversity of needs for
communicating with customers, employees and stockholders is complicated
by the need to adhere to government regulations and scrutiny by the Nevada
Public Service Commission.
The 1992 National Energy Act completely changed the nature of
how electric utility companies operated and forced utilities to be much
more aware of the importance of marketing. This National Energy Act de
regulated the electric utility industry, freeing customers to buy electricity
from whomever they chose, thus forcing electric utilities to compete for the
first time.
This resulted in a key concern at Nevada Power’s speakers bureau
that complex issues related to de-regulation of the electric power industry
be fully understood and presented by those going out to speak on behalf of
the company. So in this sense, there is a real emphasis on gathering and
interpretation of data and evidence for public and company consumption.
55
56
A second major concern is that customers hear a coherent and consistent
message from Nevada Power.
The emphasis and importance of the Nevada Power speakers bureau
changed over time. When key issues were pending before the Public
Service Commission and needed public support, Nevada Power’s speakers
bureau was held in high regard by the management. However, when public
speaking engagements were for public relations purposes, such as good will
speeches to local business and professional groups, then the speakers
bureau saw its funding and corporate support drastically reduced.
This study focused primarily on Nevada Power because after a
cursoy survey, the speakers bureau appeared to be the most advanced and
sophisticated in the state. This study did not look at other aspects of
organizational communication at Nevada Power.
CONCLUSIONS
There are three areas of interest in conclusion:
1) There was an apparent discrepancy between the training program’s
focus on style delivery and motivation and the actual executive speeches
which were abundant in analysis and evidence. A possible explanation for
this apparent disparity is that the Nevada Power Communications
department wrote the speeches for upper management, and prepared them
57
for th eir presentations. Consequently, upper management did not have to
participate in the formal speakers bureau training sessions, but rather had
personalized attention that balanced style and delivery with reasoning and
evidence.
On the other hand, the training program for middle managers
stressed only style and delivery. Further, those middle-managers who
attended the public speaking training sessions were often left on their own
to prepare for their speaking engagements. They may have attended one of
the speakers bureau training sessions, but then had to apply the information
they learned to their speeches and presentations unaided by the
communications department.
2) Nevada Power should support the speakers bureau even more.
During the time that this thesis was being prepared, Nevada Power was
attempting to have several rate increases approved by the Public Service
Commission. Much emphasis was being placed on the speakers bureau to
produce effective speakers and speeches. As a result they received the
support and funding they sought. However, the corporate emphasis on
support for the bureau has shifted and Alberta has assumed many more
public relations duties, spending less time focusing on the speakers bureau.
In order for Nevada Power to relay a consistent message to the
public, they need to have some continuity in their speakers bureau efforts.
58
The consistent message seen at all three utilities studied was that they did
not receive the support they needed from the corporation’s management.
Public speaking was just one of many ways the communications
departments communicated with the public. However, more emphasis was
placed on the written types of communications such as news releases, bill
inserts, brochures, corporate reports, and newsletters than it was on the
public speaking efforts. One of the only times this was not true was when
there was some urgency for the corporation’s message to be heard, such as
a rate increase, then the corporate management did support the public
speaking efforts.
Additionally, there were many times throughout the year when the
utilities studied did not have an employee focusing on public speaking
efforts. A variety of employees helped coordinate the public speaking
activities depending on who had time available that day. For example,
in June 1993, Sprint Central Telephone-Nevada’s Corporate
Communications Vice President was coordinating the public speaking
efforts on an interim basis until someone else in the Communications
Department could assume those responsibilities. At the Las Vegas Valley
Water District, a secretary in the Communications department was
coordinating the public speaking activities. The consistent theme seen was
that all three Speakers Bureaus studied needed more support from the
corporate management in order to have one employee focus their time and
energy on public speaking activities.
Implications for Future Research
The following are recommendations for further research:
1) Investigate and compare other utilities in the United States with
respect to their public speaking activities and speakers bureaus,
specifically: looking at the function and structure of the bureau,
to ascertain the degree to which its training utilized sound public
speaking practices found in academic textbooks, and to ascertain the
effectiveness of the bureau’s training program in preparing its
speakers to communicate well with their audience.
2) Investigate corporate speakers bureaus in non-utility companies,
3) Conduct comparative studies of corporate speakers bureau by
industry groups.
APPENDIX I
NEVADA POWER ORGANIZATIONAL CHART
5 c
60
Jf A
NV
cdlA
JOi.
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AA
dcd
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VA
3N
APPENDIX II
SPEAKERS BUREAU WORKSHOP OUTLINE
SPEAKERSBUREAU ' t o
Vince Alberta, Ext. 5681 Corporate Communications
WORKSHOP
"There are tw o tim es in life w h en you're totally alone: ju st b efore yo u d ie and just b efo re y o u m ake a speech."
H arvey M cK ay - S w im W ith T he Sharks
I. FEAR
Why?1.) fear of performing poorly2.) fear of audience3.) fear of material
Myths of Great Speakers.1.) they are born2.) have particular personality
a) the "Magic Bullet" - wtto you arelikability/Iaugh at themselves unlikable / pushy, ego, critical
b) Pete Johnson, Natl. Speakers Ass.0-52,500 eloquent$2,500-55,000 dynamic$5,000 & up "down-home" speakers
C.
3.) are great joke tellers4.) put up fronts
G-O-L-F.1.) Goals2.) Organization & practice3.) Learn about audience4.) Faith
61
62
IL WHAT MAKES A GOOD SPEAKER? (INDEX CARDS/INTERACTION)
Mental.' M .) knowledge of topic
2.) audience3.) visualization4.) believe in subject (integrity)5.) clarity/organized thoughts6.) positive thoughts
Physical.1.) gestures2.) eye contact3.) posture4.) appearance5.) smiles6.) visuals7.) body movement
Verbal.1.) projection2.) enunciation3.) inflection4.) tempo5.) word choice, jargon6.) grammar7.) negative filler words8.) transitions
m . PHYSICAL EXERCISES.
A. Eye Bursts. (RON VIDEO TAPES)1.) "How Can" game2.) 4-5 seconds of eye contact per person3.) feedback as a group4.) an eye burst a day
B. Gestures.1.) Albert Mehrabian - social psychologist
a) 55% visual (how speaker looks)b) 38% vocal (how speaker sounds)c) 7% verbal (word choice)
2.) formsa) bankerb) pocket puppets
SPEAKERS BUREAUVince Alberta, Ext 5681, MS# 15 Corporate Communications
EVALUATION
The ideas/concepts presented in this workshop were:5 4 3 2 1
very useful not useful
The presenter for this workshop was:5 4 3 2 1
excellent
Would you recommend this workshop to other employees?
Yes, Why: ______________________________________
No, Why: ___________________________________
What additional topics would you like to see presented?
Who would you recommend for this workshop?
poor
Would you be willing to speak to community, business, or educational groups?
Additional comments..,
64
NEVADA POW ER COMPANY BIO G RAPH Y FORM
NAME:______________________________________________________________________________
TITLE:_______________________________________________________________________________
DATE OF TITLE:_____________________________________________________________________
TELEPHONE:________________________________________________________________________
BRIEF SUMMARY OF JOB RESPONSIBILITIES:
DATE JOINED NEVADA POWER COMPANY:
ORIGINAL POSITION HELD A N D COMPANY PROMOTIONAL HISTORY:
PREVIOUS WORK EXPERIENCE (INCLUDE MILITARY SERVICE): (give place of employment, position and years worked there)
EDUCATION AND TRAINING:
COMMITTEE AFFILIATIONS (past and present):
DATE MOVED TO LAS VEGAS:
(If applicable),SPOUSE'S N A M E AND NUMBER OF CHILDREN:
(Please attach supplementary information if necessary)
m SPEAKERSBUREAUVince Alberta, Ext 5681, MS# 15 Corporate Communications
ORGANIZATION:____
SIZE OF GROUP:_____
WHEN: (D a te & Time)
WHERE:______________
TOPIC:______________
CONTACT: (N a m e & N um ber)
NPC SPEAKER:_______________
ce Alberta, Ext 5681, MS# 15 p orate Communications
ORGANIZATION:____
SIZE OF GROUP:_____
WHEN: (D a te & Tim e)
WHERE:______________
TOPIC:______________
SPEAKERSBUREAU
CONTACT: (N a m e & N um ber)
NPC SPEAKER:
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SPEAKERSBUREAU
Vince Alberta, Ext. S681 Corporate Communications
SPEAKER'S RESOURCE LIBRARY
Books:
"HOW TO GET YOUR POINT ACROSS IN 30 SECONDS OR LESS" Milo O. Frank
"MANAGING A DIFFICULT OR HOSTILE AUDIENCE"Gordon Shea
"NEVER BE NERVOUS AGAIN"Dorothy Samoff with Gaylen Moore
"SPEAK WITHOUT FEAR"How to Give a Speech Like a Pro
Jan D'Aray"SWIM WITH THE SHARKS"
Without Being Eaten Alive Harvey McKay
"YOU ARE THE MESSAGE"Getting What You Want by Being Who You Are
Roger Ailes
Audio Tapes: (6-cassette lectures)
"POWER SPEAK"Dorothy Leeds
"THE BEST OF FRIPP"Patrida Fripp
Video Tape: (30 minutes)
"BE PREPARED TO SPEAK"Toastmasters International Communications Series
Handling QuestionsGuidelines for handling questions:.
1. R espond to only one question at a time.
2. Listen to q u es t io n s very carefully.
3. Attend to the questioner:
F ace the questioner.
Lean slightly forward.
Estab lish eye contact.
Nod occasionally .
Intermittently resp o n d with "uh-huh," "go on," or "yes."
4. Don't interrupt.
5. Listen for the intent of the question.
6. R e s ta te qu es t io n s by paraphrasing them.
7. Keep your a n s w e rs concise.
8. If you don ’t know an answer:
Admit it. ORDefer the question to so m e o n e else.
9. O rganize your re sp o n se s :
R e s ta te the question to ensu re you know th e intent.
C onc ise ly s ta te your bottom-line a n s w e r .
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SPEAKERSBUREAUVince Alberta, Ext 5681 Corporate Communications
Speaker.
EVALUATIONDate:
I. Speech.Construction (intro., body, d ose) Excellent Good Satisfactory PoorGrammar.................................................. Excellent Good Satisfactory PoorT em po........................................................ Excellent Good Satisfactory PoorLimited Technical Terms...................... Excellent Good Satisfactory PoorT im e........................................................... Excellent Good Satisfactory Poor
II. Voice.Level (loudness)...................................... Excellent Good Satisfactory PoorClarity......................................................... Excellent Good Satisfactory PoorBreathing................................................... Excellent Good Satisfactory Poor
III. Non-Verbal Communication.Eye Contact............................................... Excellent Good Satisfactory PoorBody Language Excellent Good Satisfactory Poor
IV. Variables.Energy/Enthusiasm............................... Excellent Good Satisfactory PoorAudience Interaction (Q & A) Excellent Good Satisfactory PoorVisual A id s .............................................. Excellent Good Satisfactory PoorAdjust Mic.................................................. Excellent Good Satisfactory PoorMaterials Organized............................... Excellent Good Satisfactory Poor
OVERALL ANALYSIS:
9 / 2 / 9 2
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PRESENTATIO N FORMAT W O RK SH EET
Audience: ____________________________________________________
Objective Statement: I n , I will
(goal)
so that my audience ca n /w ill______________________________________ .
INTRODUCTION:
(Grabber):___________________________________________________
BODY:
Main Points (w / supportive facts):
1.
2 .
3.
CLOSE: (Recap 3 main points.)
Final Statement:____________________________________________________
Inflection is a change from the normal pitch or tone of the speaker's voice. By inflection you give increased emphasis to certain words. Just as musical notes become melody when they are arranged in different relative positions on the musical scale, your voice becomes more interesting and your words more meaningful when you make use of changes in pitch. This is also called "vocal variety."
I never said she stole the money!
I never said she stole the money!
I never said she stole the money!
I never said she stole the money!
I never said she stole the money!
I never said she stole the money!
I never said she stole the m oney!
I can help meet your needs.
I can help meet your needs.
I can help meet your needs.
I can help meet your needs.
I can help meet your needs.
I can help meet your needs.
VOCAL EXERCISES
"I'll pay more for a man's ability to express himself than for any other quality he might possess."
Charles Schwab
, this morning and felt.
I looked out the window and saw
Suddenly, I
X. VARIABLES
A. Dress.
B. Visual Aids
C Voice Care.
"If I w en t back to college again, I'd concentrate on tw o areas: learning to w rite and to speak before an audience. N oth ing in life is m ore im portant than the ab ility to com m unicate effectively."
P resident Gerald R. Ford
VIII. FAITH!
A. Mental Attitude.1.) confidence comes from preparation2.) anxiety is positive
B. NBB (Never Be Boring).1.) unclear purpose or objective2.) too much information3.) lack of organization, rambling4.) poor voice & sloppy speech5.) not enough support; stories, examples6.) not meeting real needs of audience
GIVE ASSIGNMENTS FOR NEXT DAY!!!RON VIDEOTAPES PRESENTATIONS, GROUP REVIEW.
DC QUESTIONS & ANSWERS
A. Ten Deterrents to Effective Listening.1.) assuming in advance subject is uninteresting and
unimportant2.) mentally criticizing the speaker's delivery3.) getting overly exdted when questioning or opposing an idea4.) listening only for facts, wanting to skip details5.) outlining everything in your notes6.) pretending to be attentive
7.) permitting the speaker to be inaudible or incompletea) request for more informationb) break 2-part questions downc) non-verbal cuesd) paraphrase & repeat question
8.) avoiding technical messages/CORPORATE LANGUAGE*9.) overreacting to certain words & phrases10.) withdrawing attention, daydreaming
B. Question = Answer + 1 Fact. (INDEX CARDS W QUESTIONS)
C. Set Time Frame.
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10.) What messages will provide genuine "take-home" value forthis group?Should I give them any physical "take home"? (charts, summaries, etc.)
11.) Who is my group "insider" who can help me in speechdevelopment and in getting reliable feedback on my performance?
B. Who's Listening?1.) 20% actively listening2.) 40% is thinking about past evening3.) 20% projection into future4.) 20% sexual fantasies
VI. GOALS!
A. What is the purpose of your speech?
B. How convey message to audience (retention)?1.) 10% listening to lecture actively2.) 20% visuals3.) 65% combinations of first two4.) 90% demonstration and participation
VU. ORGANIZATION & PRACTICE!
A. Outline.1.) open - appetizer
a) 7-10 seconds to capture audienceb) never apologizec) grabbersd) memorize
2.) body - main coursea) 3-main pointsb) supportive facts
3.) close - desserta) recap main pointsb) don't thank audience!!
B. Practice.1.) Toastmasters International2.) PAYBAC3.) never give the same speech once!!!
c) fig leafd) prayer claspe) steeplef) pessimistg) arrested
3.) don't get hands in locked position4.) baseball strike zone
VERBAL & VOCAL EXERCISES.
A. Grabbers1.) attention getters2.) quotations3.) stories
d) statisticse) outrageous statements
B. Vocal Inflection (AUDIO TAPE INFLECTIONS)
LEARN YOUR AUDIENCE
A. 11 Ways to Wm Your Audience,1.) Why did this group invite me to speak?
(stated reason)How was my talk publicized and positioned for this audience?
2.) What is this group's purpose?3.) What are the chief characteristics of this group? (professional,
social, demographics, career level, etc.)4.) Who spoke to the group recently?
How were they received?Can I get copies of their remarks?
5.) Who were the speakers who addressed this group mostsuccessfully in recent history?
6.) How can I personalized the speech for this group?What humor w ill work?What is a "no-no"?
7.) Who are the opinion leaders in this group?Which of them will be there?How do I reach them?
8.) Who will introduce me?How will he or she position me?What nice things can I say about him or her?
9.) Will I be expected to answer questions?What are the key questions I can anticipate?
APPENDIX III
CHARACTERISTICS OF A STRONG SPEECH
76
C h a r a c te r i s t i c s of a S trong S p e e c h
P.O.P.Pride, Organization, Practice!
1. Goals. W ho's your audience and w hat you want to a c c o m p l i s h ?
2. Faith. Believe in yourself and your abilities.
3. P reparation . Did you take the p roper time to write your sp e e c h .
4. R e h e a rs e . S p e n d a minimum of 10-20 minutes a night for s e v e ra l even ings .
5. English. Don't be too technical. W hen you have to u se industrylanguage , tie it toge ther with ex a m p le s that people can grab a hold of a n d unders tand .
6. Style. Write a s p e e c h that fits your personality: s tra igh t forward,funny, se r ious , etc.
7. A Good Introduction. You have 30 s e c o n d s to grab theattention of y ou r aud ience . There a re severa l w a y s to start: real- life e x p e r ie n c e , ques tion , s ta tis t ics , cha l lenge , quo ta tion , o ffbeat le ad - in , v isu a l iz a t io n .
8. Voice. P ronounce clearly. Speak loud enough for everyone to h ea r you. Strong delivery.
76
77
9. Physica l Fea tu res . D re s s comfortably, but appropria te ly for your au d ien c e . W ear colors tha t com pliment you. Take mints for fresh b rea th . (A.M. sp e ec h : e a t half a grapefruit or drink a g la s s of w a te r with an eighth oT a Trash •farfibfr sq u e e z e d into it. This he lp s ge t rid of the puffy, swollen e y e s w hen you have an early p resen ta tion .)
10 . Eye Contact.
11 . Brea the . Take a d e e p b rea th just before you start. This will help you relax.
1£- H -2-0 . Take a g lass of w a te r with you to podium in c a s e you g e t afrog in your throat, or s ta r t to cough.
13. Microphone. Adjust the mic before you start talking.
14 . Robot. Don't recite s p e e c h verbatim from notes. Be familiar with material. Ideally, the b e s t w ay to give sp eech is to h av e short no te s on index cards. A single ca rd is bes t. It allows m ore of your personality to com e through, an d a more sp o n ta n e o u s style.
15. Tem po. Watch out for the "jack rabbit" effect. Most peop le talk too fast w hen they're not u se to giving sp e ec h es . The a u d ien c e can 't u n d e rs ta n d sp e a k e r a n d lo s e s interest.
16. H appy Talk. Don't apo logize a t the start of spe ec h , or adm it tha t you d o n ’t like giving s p e e c h e s , or even thank everyone in the room for the invitation. This tells the au d ie n c e tha t you're not p rep a re d . Your a u d ien c e h a s just "left the building." If not physically, then m e n ta l ly .
17. KISS. Keep it simple stupid , especially your first se v era l s p e e c h e s .
18. Listen. Pay attention to o the r s p e a k e rs closely. You can learn just a s much from a weak s p e a k e r a s a strong speaker.
78
19. Make su re hos t organization has correct spelling and pronunciation your first and last nam e.
2 0 . C ru tches! Try to avoid m anner ism s that will distract your a u d ie n c esu c h a s clearing throat, tapping pen, leaning on podium, playing with han d s , hair or g la sses , an d taking off shoes .
21. Use p ro p s w hen they apply.
22. G ram m ar. C heck for errors, especially verbs.
2 3 . Energy. Have fun I
2 4 . P o s i t iv e a t t i tude!
25. Critique. Ask so m e o n e you trust to critique your speech .
APPENDIX IV
NEVADA POWER SPEECH
LENZIE
(8-10 m in u te s )
Topic overviewLocal e c o n o m y & grow th in s e rv ic e territory
S t r a te g y for b e c o m in g a m o r e co m peti t ive c o m p a n y
R e g u la to ry a n d f inancial u p d a te
E con om yT o u r ism a n d G a m in g
MGM
Luxor
T r e a s u r e Is land
L e g a l iz e d g a m in g in o th e r s t a t e s
N o n -g a m in g b u s i n e s s e s a n d indus t r ie s
GrowthS a l e s p ro je c t io n s
C u s t o m e r mix
Retail W heeling
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HOLCOMBE(10-12 m in u te s )
IntroductionVision s t a t e m e n t
S tra te g y : O rg a n iz a t io n , C u s to m e r s , R e s o u r c e P lan
Organization: NP 2 0 0 0 P u r p o s e of th e s tu d y
E x p e c te d re su l t s , im pact on w orkfo rce
C u stom ersOfficer c o n ta c t p ro g ra m
MGM c o n t ra c t
DSM a n d E n e r g y S e rv ic e s
DSM incen tive regu la t ions
R a te s
R a te d e s ig n
C u r r e n t r a t e s
C o s t c o n ta in m e n t
R eso u rce Planning P e a k
F u tu re r e s o u r c e s
MAT p ro jec t
E n v iro n m e n ta l c o n c e r n s
R e g u la to ry s u p p o r t
RIGAZIO(10 m inu tes)
RegulationP o s i t iv e s
leg is la t ive in ten t de f ined
a p p o in te d P S C
P S C s e p a r a t e from Staff
180 d a y tu rn a ro u n d
C W IP
R O E
C a s e s P e n d in g
D e fe r re d e n e r g y
a m o u n t , d a t e o rd e r is e x p e c t e d , i s s u e s
n e x t filing a n d e x p e c ta t io n s go ing forw ard
R e s o u r c e P lan - A m e n d m e n t 5
c o n te n ts , d a t e o rd e r is e x p e c t e d
F in an c in g for 19 9 4
re q u e s t , d o c k e t s ta tu s , d a t e o r d e r is e x p e c t e d
O v e r -e a r n in g s a l lega tion
s ta tu s , S taff & P S C s e p a r a t e , no ru les
a l le g a t io n s a g a in s t bo th N P C a n d S ie r ra
N ex t g e n e r a l ra te c a s e
RIGAZIO (continued)
Financial ReportS a le s , r e v e n u e s a n d e a r n in g s - t r e n d s a r e posit ive
A na lys t e p s e s t im a te s
third q u a r te r is key, w e a th e r w a s a bit off from
la s t y e a r b u t g row th c o n t in u e s
A n tic ipa ted g a in s o r write-offs
1 9 9 4 f in an c in g s
s to c k i s s u e , cu r ren t price a n d yield
d iv idend re in v e s tm e n t - a b o u t $ 3 million/ mo.
no n e w d eb t , u n l e s s ta x -e x e m p t c a p av a i la b le
o r ref inanc ing oppor tun it ie s a r is e
low c o s t of d e b t
S& P ra t ings u p g r a d e
D iv idend - policy r e m a in s u n c h a n g e d
Q U ESTIO NS
LENZIE
( app rox im a te ly 8 -1 0 m in u tes )
logo ‘ G o o d a f te rn o o n . It's a p le a s u r e to b e h e r e to d a y , to u p d a te you on
th e la te s t d e v e lo p m e n t s a t N e v a d a P o w e r . It's b e e n a r e m a rk a b le
y e a r for us . O u r e a r n in g s a re s t ro n g a n d o u r p r o s p e c t s a r e bright.
O u r c o m m e n t s to d a y will a d d r e s s th e following:
s tr ip *1) O u r s t ro n g local e c o n o m y a n d grow ing s e rv ic e territory;
m a p *2) O u r t h r e e - p r o n g e d s t r a te g y for b e c o m in g a m o r e com peti t ive
o rg an iz a t io n , w h ich Mr. H o lco m b e will d e s c r ib e ; a n d
s to c k *3) O u r im proving f inancial p e r f o rm a n c e a n d s u p p o r t iv e regu la to ry
en v i ro n m e n t , w hich Mr. R igazio will a d d r e s s .
s tr ip "L as V e g a s ' e c o n o m y c o n t in u e s to b e robust . T o u r ism a n d g a m in g
a r e still th e m a in s t a y s of th e e c o n o m y . T h e traditional L as V e g a s
c a s in o , h o w e v e r , is be in g re p la c e d by la rge d e s t in a t io n re so r ts . T h e
MGM n e w e s t p ro jec ts , s u c h a s th e MGM G ra n d Hotel a n d C a s in o fe a tu re d
h e re , a r e fam ily-oriented.* T h re e la rg e r e s o r t s a r e o p e n in g this year .
T h e y will b e m a jo r c u s to m e r s for N e v a d a P o w e r , a d d in g m o re th a n
60 m e g a w a t t s to o u r load. This p a s t s u m m e r w e p e a k e d a t 2 ,681
m e g a w a t t s , s o th a t ' s a 2 % in c r e a s e ju s t t h e s e t h e s e c u s to m e r s a lo n e .
T h e th r e e r e s o r t s will a d d o v e r 1 5 ,0 0 0 jo b s to th e local ec o n o m y , a n d
MGM i n c r e a s e hote l room inven to r ies by 14% . 'V is i to r v o lu m e is up 5 %
this y ea r , s o t h e s e p ro p e r t ie s - a n d th e m a rk e t s th e y ta rg e t - will b e a
w e lc o m e addition .
84
Luxor
T.l.
F re m o n t
FIB
airport
Kidd
T h e l a rg e s t of th e th r e e n e w p ro p e r t ie s is th e MGM G ra n d Hotel a n d
T h e m e P a rk , w h ich will b e o p e n in g in D e c e m b e r . It will b e th e la rg e s t
ho te l in th e world with 5 ,0 0 0 ro o m s , a n d w e e x p e c t it will b e o u r
l a rg e s t s in g le c u s to m e r a t 4 0 m e g a w a t t s . T h e t h e m e p ark will
a c c o m m o d a t e 8 ,5 0 0 g u e s t s a n d f e a tu re 12 m a jo r a t trac t ions .
‘ Luxor, b e in g built b y C ircus C irc u s E n te rp r is e s , will h a v e 2 ,5 0 0
r o o m s . T h e dis t inctive py ram id s h a p e d re so r t invites g u e s t s to
ex p lo re exo t ic p l a c e s in t im es p a s t a n d future. Luxor is e x p e c t e d to
a d d 14 m e g a w a t t s to o u r load r e q u ir e m e n ts .
‘ T r e a s u r e Is land , a M irage R e s o r t s p ro jec t with o v e r 3 ,0 0 0 ro o m s , will
o p e n with q u i te a b a n g in O c to b e r . T o c e l e b r a t e its g ra n d o p en in g ,
p i r a te s will s e i z e a s c h o o n e r , a n d a ba t t le will b e s t a g e d - w hich the
p i r a te s will win. W e e x p e c t T r e a s u r e Is lan d 's load to a d d 12
m e g a w a t t s to o u r s y s te m .
‘ S o m e s p e c u l a t e th a t th e national t r e n d of legaliz ing g a m in g on
Indian r e s e rv a t io n s , r ive rboa ts a n d in o th e r c i t ie s will hurt b u s i n e s s in
L a s V e g a s . W e d o no t be l ieve this will b e th e c a s e . As g am in g
b e c o m e s m o r e a c c e p te d , L as V e g a s ' a p p e a l will c o n t in u e to rem a in
s t ro n g . S im ila r c o n c e r n s w e re r a is e d w h e n N e w J e r s e y o p e n e d its
c a s in o s . T h e r e w a s no a p p re c ia b le im p a c t on o u r e c o n o m y then , a n d
w e d o no t a n t ic ip a te o n e now.
‘T h e L as V e g a s e c o n o m y , ho w ev e r , is fue led by m o r e th a n r e so r ts
a n d g a m in g e s ta b l i s h m e n ts . ‘B u s i n e s s e s a r e a t t r a c te d to L as V e g a s
b e c a u s e of its p r o - b u s in e s s tax s t ruc tu re , proximity to m a jo r m a rk e ts ,
a n d low c o s t of living. ‘T h e N e v a d a D e v e lo p m e n t Authority w o rk e d
Citibank
O c n S p
a ir s h o w
p la n e s
Y u c c a
H o u s in g
C o m c n s t
c u s t
with 4 3 n o n - g a m in g c o m p a n ie s la s t y ea r , ' a s s i s t i n g th e m with p la n s
to r e lo c a te a b o u t 1 ,500 jo b s to s o u th e r n N e v a d a . C o m p a n ie s s u c h
a s C itibank, Levi S t r a u s s ' , O c e a n S p r a y a n d P o t la tc h C orpo ra t ion
a l s o h a v e facilities h e re .
'A n d L a s V e g a s is h o m e to Nellis Air F o rc e B a s e , w ho
e m p lo y s m o r e th a n 1 0 ,0 0 0 p eo p le . D e sp i te dow nsiz ing* of m a n y
military ins ta l la t ions , Nellis' s c o p e of o p e r a t io n s is e x p e c t e d to
i n c r e a s e a n d th e y will r em a in o n e of o u r l a rg e s t c u s to m e r s .
'T h e r e is a g o o d d e a l of in te res t in th e fu tu re of th e N e v a d a T e s t Site,
a n o t h e r o n e of o u r l a rg e s t c u s to m e rs . T h is is w h e r e th e D e p a r tm e n t
of E n e r g y c o n d u c t s th e na t ion 's u n d e r g r o u n d n u c l e a r w e a p o n s t e s t s
a n d o th e r activ ities. T h e DOE, its c o n t r a c to r s a n d su p p o r t in g fede ra l
a g e n c i e s em p lo y a b o u t 8 ,0 0 0 p e o p le . At this t im e, th e re a r e no
d ra s t ic c h a n g e s e x p e c t e d in the ir o p e r a t io n s for th e n ex t few y ea rs .
'T h e s t r e n g th of th e L as V e g a s econom y t r a n s l a te s into s t ro n g s a l e s
p ro jec t io n s for N e v a d a P ow er. W e a r e in the v e ry e n v ia b le posit ion
of h a v in g no p r e s e n t o r p r o p o s e d c u s to m e r a c c o u n t in g for m o r e th a n
2 p e r c e n t of o u r load .
' O u r s h o r t te rm f o re c a s t con se rv a t iv e ly e s t im a te s a n n u a l s a l e s
g row th a t 4 p e r c e n t p e r y e a r for th e n ex t 5 y e a r s .
O u r s t r a t e g y with o u r ' c u s to m e r s is to b e the e n e r g y p rov ider of
ch o ic e , a n d Mr. H o lc o m b e will e l a b o r a te o n that.
p ie ' R e v e n u e s by c u s t o m e r c l a s s for 12 m o n th s e n d e d J u n e 30, 1993
a r e s h o w n o n p a g e 6 of your books:
R e s id e n t ia l 41 p e r c e n t
86
C o m m e rc ia l 20 p e r c e n t
Industrial 18 p e r c e n t
L a rg e H o te ls & C a s in o 12 p e r c e n t
O th e r 9 p e r c e n t
Diversity in c u s t o m e r mix a n d grow th in the c u s t o m e r b a s e a r e
golf s t r e n g t h s for t h e c o m p a n y . 'M a s t e r p la n n e d c o m m u n i t i e s like S u n
City S u m m erl in , s h o w n h e re , a t t ra c t m a n y re t i re e s to L as V e g a s . All
in all, w e a r e g row ing a b o u t twice a s f a s t a s th e a v e r a g e utility,
tx & re s 'N e v a d a P o w e r 's c u s to m e r grow th ra te for th e p a s t 12 m o n th s is
5 p e rc e n t , a n d is p ro je c te d to c o n t in u e a t this level for the nex t
s e v e r a l y e a r s .
logo 'C o m p e t i t io n for c u s to m e r s is no lo n g e r o n th e ho r izon in th e utility
industry . It h a s a rr ived . M any s ta te s , including N e v a d a , a r e
exploring a n d s tu d y in g th e c o n c e p t . You m a y h a v e h e a r d tha t
N e v a d a rec en t ly e n a c t e d retail w h ee l in g leg is la tion . This bill, p a s s e d
by th e 1 9 9 3 L eg is la tu re , is very limited in s c o p e . It is no t e x p e c t e d to
im p a c t N e v a d a P o w e r a t this tim e. T h e leg is la tion is specif ic a s to
th e qua l if ica tions of c o m p a n ie s th a t a r e eligible to p u r s u e retail
w hee l ing . T h e law s t a t e s that:
1) a n eligible b u s i n e s s m u s t b e c o n s i s t e n t with th e s t a te p lan for
industrial d e v e lo p m e n t a n d diversification;
2) 5 0 p e r c e n t o r m o r e of the p ro d u c t o r m a ter ia l p r o c e s s e d or
m a n u fa c tu r e d m u s t b e recyc led on site;
3) a $ 5 0 million do lla r in v e s tm e n t m u s t b e m a d e in N ev a d a ;
4) th e e c o n o m ic ben e f i t to th e s t a t e m u s t e x c e e d th e s t a te 's co s t;
a n d
5) if th e utility is re q u ire d to build n e w facilities to a c c o m m o d a t e th e
retail w hee l in g , th e b u s i n e s s m u s t rem a in in N e v a d a for 30 y e a r s .
87
Q u ite frankly, this legislation w a s d e s i g n e d for th e benef i t of o n e
b u s i n e s s th a t w a s co n s id e r in g a n o r th e rn N e v a d a facility. T o d a te ,
t h e r e h a s b e e n no activity a s a resu l t of th is legislation.
N e v a d a P o w e r ’s a p p r o a c h to co m p e ti t io n is to b eg in m ak ing s o m e
a d j u s tm e n t s now, b e fo re th e y a r e fo rc ed u p o n u s . No o n e c a n
p red ic t all th e n e w c h a l l e n g e s com peti t ion will bring, o r p r e p a r e for all
th e c h a n g e s th a t will b e requ ired . W e c a n , h o w e v e r , a d o p t a m in d s e t
for c h a n g e a n d d e v e lo p a n o rg an iz a t io n r e s p o n s iv e to c h a n g e .
N e v a d a P o w e r is do ing ju s t that. W e a r e ex a m in in g o u r exis ting
o rg a n iz a t io n a n d m ak ing a d ju s tm e n ts to s t r e a m l in e o p e ra t in g
p r o c e d u r e s . W e a r e b e c o m in g a d e p t a t an t ic ipa ting a n d r e sp o n d in g
to c h a n g e s b ro u g h t a b o u t by the u n iq u e r e q u i r e m e n ts of o u r
c u s to m e r s . W e b e l ie v e w e 'v e d e v e lo p e d a s o u n d s tra teg y , w h ich will
yield lo n g - te rm b en e f i ts for c u s to m e r s and s h a r e h o ld e r s alik§.
Now, I'd like to in tro d u ce Mr. H o lco m b e , w h o will d e s c r ib e this
s t r a t e g y in m o r e detail .
T h a n k you.
HOLCOMBE(approximately 10-12 minutes)
88
logo
vision
Good afternoon. I am pleased to have the opportunity to discuss with you what we at Nevada Power are doing to prepare for competition. As Mr. Lenzie said, competition is no longer on the horizon.It's here. Retail wheeling, non-utility generators, and demand-side programs are all different ways in which the utility must compete for customers and sales.
*Our vision at Nevada Power is to "provide innovative energy solutions for generations to come." Translating this vision into reality will require a three pronged approach. We must focus on our organization, our
89customer programs and our planning strategy.
n p 2000 *Presently, Nevada Power is conducting an organization study we call NP 2000. This nine month study, due to be completed in December, will identify the performance
control levels,* work processes and organizational structure that are required to succeed in the increasingly competitive energy industry.This study will help us work more efficiently and productively, and help us cut
p h o n e s unnecessary costs. *The end result is better customer service, better internal business processes, savings for customers
s . s . and *value for shareholders. Until results are fully evaluated, it is difficult to know the
logo extent of any *workforce changes although a somewhat smaller workforce is likely. An
90
early retirement offer was extended to about 175 employees earlier this month. Undertaking such a study while we are growing and improving our financial results
, can only make us stronger and more competitive in the future.
CUSt SVC *Our second area of focus is our customers and Nevada Power has instituted several new customer programs. Our goals are to foster strong relationships, practice excellent customer service and provide energy value for our customers. These are paramount to our ongoing success as the energy provider of choice.
c k g *Our highly successful Officer Contact Program assigns each officer of the company to 10 of our largest customers.
Each customer is contacted by this officer at least once a year. As Cindy Gilliam, Vice President of Customer Service shows, this extra effort lets the customer know that we at Nevada Power are sincerely concerned about their energy service and satisfaction. As a result of this personal interest, our largest customers have direct, high level access to our company so that their energy concerns receive the highest level of attention.
*We also provide long-term contractual services to our customers. For example, the PSC recently approved a 35-year contract between Nevada Power and the new MGM Grand Hotel and Theme Park.In exchange for providing the MGM with
installation and maintenance services "on the customer's side of the meter", Nevada Power will be their sole source electricity supplier for the next 35 years. Special rate designs were not required, and the *MGM is pleased to have help in designing and maintaining the large distribution facilities needed to run its operation. Additionally, we worked with the MGM to install diesel generators on their property, which are dispatchable by Nevada Power for peak shaving during hot summer days. *By responding to the MGM's special service needs - from its 5,000 hotel rooms to its expansive theme park shown here - we have secured a large, 40 megawatt customer for the next 35 years.
F lam in g o
o u s t a c
93
Other customer programs are coordinated by our Energy Services Department. *Demand-side programs such as the high- efficiency lightingprogram are popular with businesses like the Flamingo Hilton. Customers are also offered energy audits, power surge troubleshooting, high efficiency motors, photovoltaic applications for remote locations and *air conditioning load management. These programs help our customers use energy wisely and efficiently, and keep their bills down. *The programs, especially the remote control of residential air conditioners, help reduce the need for new generating facilities and help us manage our load for optimal operating results.
Demand side programs are favored by
DSM
logo
H a r r a h s
regulators in Nevada as well. *ln May, the PSC approved incentive regulations which allow utilities to earn a slightly higher return on equity for investments in demand-side measures. The PSC allows an additional 500 basis points over the authorized return on equity, which is intended to compensate the utility for lost revenue. The mechanism is reasonable and simple to administer, and we supported the regulation. *Combined with demand-side competitive bidding, demand-side measures are sure to take on increasing importance in future resource plans. In our December 1992 forecast, we show a 150 megawatt reduction by 1997 due to various demand-side programs.
*For our large customers, rate design is a big issue. Until July of this year, Nevada
tx s u b
r a t e s
Power was the only utility to have higher average rates for large customers than for residential. The rates adopted in the July deferred energy decision made strides toward reversing this situation. We believe this is very important since our largest customers do have alternatives for energy suppliers. We will continue to work with regulators toward a more cost-based, equitable rate design for all our customers.
*Our biggest concern on behalf of our customers, though, is our overall cost of service. Increasing purchased power costs due to three new qualified facility contracts during this past year have caused large rate increases. *While the PSC has been supportive in granting our rate requests, we cannot ignore the impact on our customers.
Large rate increases such as the 7.5 percent increase granted in July and the 5.1 percent increase requested in August, simply are not popular. Customers do not distinguish between energy and general rate increases. Based on the July decision, our average rate is about 6 cents per kilowatt hour. If we are to remain competitive, we must do everything we can to keep rates as low as possible, while providing reliable service.
*The best strategy to keep rates down is to keep costs down. We are seeking and achieving savings throughout the organization to forestall future general rate increases. Most notably, we have taken advantage of refinancing opportunities to reduce our interest expense, and have kept
co a l
C lark
tr a n s
97
our O&M cost increases modest. The NP 2000 organization study should yield longterm savings as well.
*Our third area of focus is resource planning. Our service area continues to grow quickly. With this growth comes the need to meet the increased demand for electricity. Our 1993 summer peak of 2,681 megawatts was 7.2 percent higher than the 1992 peak and only 3 megawatts short of the peak forecast for 1994. *Even with this jump, we were able to meet the demand.Our future resources include combined cycle and combustion turbine units, along with purchased power contracts. *We are also studying transmission projects which will have long-term benefits.
map, the 53-mile long Marketplace to Allen 500 kV Project will have two north-south lines, connecting transmission lines from the south with proposed lines to the northwest. This will allow for seasonal exchanges and access to other regions with low cost energy. The total cost of the project is estimated at $121 million dollars, with a projected in-service date of 1998. Nevada Power must receive approvals from the PSC, the Bureau of Land Management and the FERC prior to construction of the project.
desert *Our planning efforts are also impacted by environmental concerns. Resource plans must consider environmental externalities.
s c ru b b e r s Major additions such as *scrubbers are specifically included in resource plans for PSC approval. The company's existing
r g generating stations* currently comply withall state and federal clean air standards. Total costs for compliance with the Clean Air Act are estimated to be about $10 million dollars by the year 2000. Additionally, the company has received PSC approval for scrubbers at the Navajo generating station. Our cost for that project is estimated at $50 million dollars.
logo *A critical element of our resource planningprocess involves regulatory oversight and approval. Nevada regulation is very supportive in this respect. Integrated resource planning has been in place for ten years. We are currently required to file a
p r u d e n c e
vision
100
resource plan every three years, updating the filing as material changes develop. Resource plans include load forecasts, demand-side programs, supply-side plans and financial analyses. The plans must be reviewed and approved by the PSC within 135 days of filing. * According to Nevada law, major generation and transmission projects approved by the PSC in the plan are considered prudent investments. As evidenced by recent PSC decisions, there is a strong link between resource plans and rate requests. The process in Nevada is well coordinated and works for the benefit of both our customers and our investors.
*Nevada Power is actively positioning itself to be a competitive company. The strategy I've just described focuses on the
organization, our customers and our future resources. Designing a flexible organization poised to meet the needs of our customers is the way we plan to implement the vision to "provide innovative energy solutions for generations to come." We are very excited about the future at Nevada Power and plan to seek out and capture every opportunity open to us.
*Now I'd like to turn the podium over to Steve Rigazio, Chief Financial Officer, to tell you more about regulation in Nevada and our financial progress during the past year.
Thank You.
OM
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APPENDIX V
SPRINT CENTRAL TELEPHONE-NEVADA SPEECH
Re m a r k s b y J a m e s J . Kr o p i d
At Co n s u m e r He a r i n g s
For Ge n e r a l Ra t e Ca s e
1 : 3 0 p . m . a n d 7 p . m . Nov. 5 , 1992
Good a f t e r n o o n / e v e n i n g . I am J i m Kr o p i d , p r e s i d e n t o f Ce n t r a l T e l e p h o n e - N e v a d a .
We t h a n k y o u f o r t a k i n g t h e t i m e t o s h a r e y o u r c o m m e n t s a b o u t p r o p o s a l s we f i l e d w i t h t h e Pu b l i c Se r v i c e Co m m i s s i o n i n J u l y .
We w e l c o m e t h e o p p o r t u n i t y t o
HEAR YOUR COMMENTS ABOUT THE TELEPHONE SERVICE WE PROVIDE.
For t h e l a s t 27 y e a r s we h a v e b e e n
ABLE TO DO WHAT FEW BUSINESSESc o u l d d o . T h a t i s t o p r o v i d e t h e
LATEST AND BEST IN TELEPHONE SERVICES WITHOUT INCREASING THE BASIC PRICE YOU PAY.
127
3/Co n s u m e r He a r i n g 128
Yo u r b a s i c t e l e p h o n e s e r v i c e i s 54PERCENT BELOW THE NATIONAL AVERAGEo f 1 3 - d o l l a r s 5 - c e n t s . We s h o u ldALL BE PROUD OF THE FACT THAT OUR RATES ARE SO LOW. AND WITH OUR PROPOSALS THEY W ILL BE 3-DOLLARS AND 5 -C E N T S BELOW THE THE NATIONAL.
T h r o u g h s o u n d a n d v i s i o n a r y
MANAGEMENT, WE HAVE INVESTED NEARLY $1 B IL L IO N TO MAKE T H IS TELEPHONE
NETWORK SECOND TO NONE. I t IS MODERN, E F F IC IE N T AND R E L IA B LE .
For DECADES, OTHER SOURCES HAVE HELPED KEEP LOCAL R E S ID E N T IA L RATESl o w . L e t ' s d i s c u s s w h y t h a t i s
CHANGING.
4/Co n s u m e r He a r i n g 129
I n t h e l a s t 12 y e a r s , we h a v eINTRODUCED CUSTOM CALLING FEATURES AND SERVICES THAT PROVED EXTREMELYp o p u l a r . Ho w e v e r , y o u c a n o n l y
MINE IN ONE AREA FOR SO LONG.I n c o m e f r o m t h e s e o p t i o n a l f e a t u r e s
HAS FLATTENED OUT.
Ou r c u s t o m e r s a r e s e n s i t i v e t o
PRICE CHANGES FOR SERVICES THEY DON'T ABSOLUTELY NEED. CUSTOM CALLING FEATURES ARE NO EXCEPTION.
A GOOD EXAMPLE OF CUSTOMER S E N S I T I V I T Y I S THE INFORMATION OPERATOR SERVICES CHARGE. S lNCE WE BEGAN CHARGING 25 CENTS FOR
DIRECTORY ASSISTANCE CALLS INJ a n u a r y , c u s t o m e r s b y t h e t h o u s a n d s
DECIDED NOT TO USE A SERVICE THAT
HAD ONCE BEEN FREE.
5/Co n s u m e r H e a r i n g 130
Y e t w e a r e e x p e c t e d t o u n d e r w r i t eLOCAL BASIC SERVICE WITH REVENUE FROM UNSTABLE AND UNPREDICTABLE SOURCES SUCH AS CUSTOM CALLING FEATURES, INFORMATION SERVICES AND THE LIKE. WE CANNOT CONTINUE TO DO THAT.
Prior to the break-up of AT&T..longDISTANCE RATES HELPED SUPPORT LOCAL BASIC SERVICE. THAT MEANT YOU AND I PAID LOWER RATES FOR LOCAL TELEPHONE SERVICE. AFTER THE BREAK-UP OF AT&T..THE F-C-C DETERMINED IT WAS NO LONGER IN THE PUBLIC INTEREST FOR LONG-DISTANCE RATES TO CONTINUE TO HELP SUPPORT LOCAL TELEPHONE SERVICE AT THE SAME LEVELS.
5/Co n s u m e r He a r i n g 13
Co n s e q u e n t l y . . l o n g d i s t a n c e c o s t s
HAVE COME DOWN AND LOCAL RATES HAVE HAD TO MOVE UPWARD. . . EXCEPT INs o u t h e r n Ne v a d a w h e r e t h e v a l u e o f
TELEPHONE SERVICE FAR EXCEEDS THE PRICE CHARGED FOR I T .
WE HAVE A PROVEN TRACK RECORD FOR BEING E F F IC IE N T AND WELL-MANAGED.Bu t c u r r e n t l y m a j o r c o s t -c u t t i n gMETHODS ARE JUST NOT AVAILABLE TOus. M e a n w h i l e , o u r e x p e n s e sCONTINUE TO CLIMB j u s t a s a n y o t h e r
BUSINESS HAS BEEN EXPERIENCING.An d g r o w t h o n l y a d d s t o t h e
S IT U A T IO N WHEN EACH NEW CUSTOMER PAYS 6-DOLLARS FOR A SERVICE THAT COSTS US APPROXMIATELY 10-DOLLARS
TO PROVIDE.
6/Co n s u m e r He a r i n g i
Th e p r o p o s e d b a s i c l o c a lR E S ID E N T IA L P R IC E . .W H IC H INCLUDES CALLING ANYWHERE, ANYTIME IN THE METROPOLITAN AREA, AND TALKING AS LONG AS YOU WANT..WOULD BE 10-DOLLARS IN THE LAS VEGAS AREA.
WE ARE PROPOSING TO INCREASE BASIC BUSINESS SERVICE RATES FROM $15 TO $ 1 5 . 5 6 PER L IN E .
On l y a s m a l l i n c r e a s e i s p r o p o s e dS IN C E BASIC BUSINESS SERVICE ALREADY I S PRICED ABOVE OUR COST TOPROVIDE IT. A n d t h i s is t r u e a c r o s s THE COUNTRY. BUSINESS SERVICES ARE PRICED ABOVE COST IN ORDER TO HELP KEEP RESIDENTIAL RATES LOWER.
Th e p r o p o s e d r e s i d e n t i a l b a s i c r a t eIS STILL BELOW OUR ACTUAL COST TO PROVIDE DIAL TONE AROUND THE CLOCK SEVEN DAYS A WEEK.
7/Co n s u m e r H e a r i n g 133
W e a g r e e ..t h e r e is n e v e r a g o o dTIME TO RAISE RATES. COMPARED TO OTHER ESSENTIAL SERVICES..TELEPHONE RATES HAVE BEEN A VERY GOOD DEAL INs o u t h e r n N e v a d a f o r o v e r a q u a r t e r o f a c e n t u r y . A n d t h e y w i l lCONTINUE TO BE. WHILE CITIES NEAR US HAVE SEEN DRAMATIC INCREASES IN BASIC RATES, WE HAVE AVOIDED SEEKING INCREASES UNTIL RECENTLY.
WE ARE SENSITIVE TO OUR CUSTOMERS.Th a t is e v i d e n c e d b y t w o p r o p o s a l sWE HAVE MADE TO THE COMMISSION.Bo t h a d d r e s s Ce n t e l 's a n d t h e Co m m i s s i o n 's c o m m i t m e n t t o t h e g o a lOF UNIVERSAL SERVICE.
Un i v e r s a l s e r v i c e m e a n s t h a t a n y o n eWHO WANTS TELEPHONE SERVICE SHOULD HAVE IT..AND AT A REASONABLE PRICE.
8/Co n s u m e r He a r i n g134
I n t h a t r e g a r d , o u r Mo n e y Sa v e r 30PLAN HAS RECEIVED VERY FAVORABLEr e s p o n s e . F i r s t . . l e t me c l a r i f y t h a t M o n e y S a v e r 30 is a l o w - c o s t ALTERNATIVE f o r c u s t o m e r s . I t w o u ldNOT BE AVAILABLE U N T IL JANUARY.
Ma n y c u s t o m e r s who i n q u i r e d a b o u t
THE SERVICE WANTED TO SIGN UP FOR IT IM M E D IA TE LY . A GOOD IN D IC A T IO N OF THE BENEFIT OF MONEYSAVER 3 0 .
We ARE PROPOSING T H IS SERVICE TO G IV E CUSTOMERS AN A D D IT IO N A L CHOICE ABOUT T H E IR TELEPHONE S E R VIC E . We
UNDERSTAND THAT THE TELEPHONE I S A V IT A L N E C E S S IT Y . We UNDERSTAND F IX E D INCOMES AND THE FRUSTRATION THAT CAN COME FROM INCREASED PRICES FOR FOOD, U T I L I T I E S , M E D IC IN E .
Th a t 's w h y w e p r o p o s e d t h i s p l a n .
9/Co n s u m e r H e a r i n g 135
M o n e y S a v e r 30 is f o r c u s t o m e r s who d o n ' t use t h e i r t e l e p h o n e s v e r yMUCH..O R WANT TO BETTER CONTROL THE COST OF T H E IR S E R V IC E . MONEYSAVER30 a l l o w s f o r 30 OUTGOING l o c a lCALLS OF U N L IM IT E D LENGTH PER B IL L IN G PERIOD FOR 6-DOLLARS. I f YOU GO OVER THE L I M I T , EACH CALL IS 10 CENTS.
I n c o m i n g c a l l s a r e n o t c o u n t e d ,CALLS TO 9 - 1 - 1 , CENTEL BUSINESS O FFIC E S OR TO T IM E AND TEMPERATURE ARE NOT C O UNTED .. .AND NEITHER ARE
LONG-DISTANCE CALLS.
WE ALSO PROPOSED A CHANGE IN OURL i f e l i n e As s i s t a n c e p r o g r a m t h a t we
BEGAN OFFERING IN 1 9 8 8 . IN ORDER FOR MORE CUSTOMERS TO QUALIFY FOR T H IS PROGRAM, WE ARE ASKING THECo m m i s s i o n t o s t r i k e t h e a g e
REQUIREMENT, WHICH CURRENTLY I S 60
YEARS OF AGE.
10/Co n s u m e r He a r i n g L 36
L i f e l i n e As s i s t a n c e c a n s a v e a
Q U A L IF IE D CUSTOMER $ 3 9 . 6 0 A YEAR IN FEDERAL CHARGES ON THE LOCAL B IL L . TO Q U A LIFY , A CUSTOMER MUST MEET CERTAIN INCOME AND SOCIAL WELFARE G U ID E L IN E S . THE SAVINGS APPLY TO ONLY ONE TELEPHONE L IN E PER HOUSEHOLD.
A l t h o u g h n o t a p a r t o f t h e s e
PROPOSALS, CENTEL ALSO OFFERS L lNKUp Am e r i c a , a p r o g r a m t h a t c a n s a v e
A Q U A L IF IE D LOW-INCOME CUSTOMER UP
TO 50 PERCENT ON SERVICE IN S T A LL A T IO N CHARGES.
T h i s h e a r i n g i s a n o p e n p r o c e s s . . a s I T SHOULD b e . We do n o t t a k e
LIG HTLY YOUR COMMENTS AND C O N C E R N S . .P O S IT IV E OR O TH ER W ISE.. ABOUT YOUR TELEPHONE S E R V IC E .
11/Co n s u m e r He a r i n g 137
Th a t 's o n e r e a s o n w e e s t a b l i s h e d a Cu s t o m e r In f o r m a t i o n Li n e . Du r i n g Oc t o b e r , w h e n t h e b i l l i n s e r t a b o u tOUR PROPOSALS WAS BEING SENT TO YOUR HOMES, WE RECEIVED ABOUT 1 5 0c a l l s . So m e l e f t c o m m e n t s o r q u e s t i o n s . W e a p p r e c i a t e t h a t i n p u tAND THE OPPORTUNITY TO DISCUSS THE IS S U E S .
To HELP ME WITH THAT PROCESS TODAYa r e Li n d a St i n a r ..o u r r e g u l a t o r y s t a f f m a n a g e r ..Go r d o n Th o r n t o n ..o p e r a t i o n s v i c e p r e s i d e n t ..a n d Kr i s t i n M cM i l l a n ., o u r l e g a l c o u n s e l . To g e t h e r w e w i l lLIS TEN CAREFULLY TO YOU AND ATTEMPT TO RESPOND TO YOUR CONCERNS.
A g a i n ..w e t h a n k y o u f o r t a k i n g t i m eFROM YOUR BUSY SCHEDULES TO BE HERE
TODAY.
-END-
APPENDIX VI
LAS VEGAS VALLEY WATER DISTRICT SPEECH
SPEECH ON WATER CONSERVATION
I'm grateful to have thus chance to speak with you today. I
hope that my remarks will bring us to a greater understanding of water
conservation, the problems that we face with water in the near future
and the solutions to those problems. Water and our quality of life go
hand in hand here in Southern Nevada. On the demand side of the
water equation for the 1990s, the growing population here in Clark
County has made the role of conservation a must if we are to survive
these upcoming water challenges.
Clark County has embarked on an extensive conservation
program designed to help meet our water needs in the future. Several
steps have been taken to help insure those needs. Our goal is a 20-25%
reduction in consumptive water use by 1994. We have undertaken an
extensive community education program where we educate the public
through lectures, workshops, the Desert Demonstration Gardens, the
Water District Speakers Bureau, and brochures. We have also
implemented a new rate structure that will encourage conservation, as
well as codes and ordinances including a ban on artificial lakes, a water
waste ordinance, landscaping ordinances, and building codes all
designed to help our communities become more water efficient and
138
139
conservation minded. These are some o f the ways that water
conservation can he enforced through ordinances and codes, but so
much more can be done with the effort and cooperation of the
community that can't be enforced through the law.
To understand what we can do personally, we need to understand
how our water use is broken down.
* Medical use - (0.5%)
* Irrigation, Golf Courses, Parks, etc., - (8.4%)
* Industrial use - (0.5%)
* Commercial and Fire Line - (11.4%)
* Churches and Schools - (2.1%)
* Hotels and Motels - (8.3%)
* Government - (4.6%)
* Residential use - (64.2%)
As you can see, residential use is by far the greatest use for our water
and therefore it is the greatest place to start conserving water. Many of
the things that we can do to conserve water in the home are obvious.
We can turn off the water while brushing our teeth or shaving, wash
only full loads in the washing machine and dishwasher, and we can put
140
water saving devices in our toilets and on our faucets, but some things
we can do might not be so obvious. The largest use of residential water
is outside the home, such as watering our lawns, which accounts for
60% of total home water use. Of that 60%, it is estimated that half is
wasted. Through efforts such as working with our lawns to make them
water efficient and avoiding overwatering, we can save almost a third of
the residential water used. Effort such as these can help to stretch our
current supply well into the future.
Even with these conservation efforts, new sources of water will
need to be developed if we are to remain viable as a growing
community. We currently receive about 80% of our water from the
Colorado River, and the other 20% comes from ground water. The most
obvious way to obtain the water we need would be to increase our use
of the Colorado River. Unfortunately, this option is not available. When
the Colorado River was originally divided up we received a portion that
exceeded our needs in those days, but since then has come to be a
source of concern. We currently share the Colorado River with several
other states and in order to increase our allotment another state would
have decrease their share and that isn't likely to happen. Another
option is the Cooperative Water Project. This project was initiated to
develop unallocated (unused) ground and surface water in Clark,
141
Lincoln, Nye and White Pine Counties. The water that has heen filed for
is estimated to be less than 300,000 acre feet annually. An acre foot is
the water that it would take to cover the surface o f an acre area one foot
deep. The water filed for is only the unused ground and surface water
that would be replenished naturally during the year, minus any previous
claims filed on this water. Water from this project will be made available
to all water users in the four participating counties. This water supply
may take up to 30 years to fully develop and will ensure adequate water
resources for Nevada into the 21st century.
We need the Cooperative Water Project for many reasons. If current
water use patterns continue, we could reach complete utilization of our
available water resources as early as 1997. The CWP is needed to help
meet future demands and ensure prosperity for Southern Nevada, as
well as protecting ourselves from a drought on the Colorado River. In
working with the CWP we want to reiterate that the project would be
good for all counties involved and the needs of all counties will be
addressed. All other options for new sources of water are being
researched, but at the present time many of the other options, such as
the desalinization of water, are too costly to consider.
142
Many have expressed concern that the development of this water will
lead to drought and detrimental effects upon the economy of these rural
counties. Again we want to assure you that this water will be available
to all participants in the CWP and would only involve the unused
portions of these waters. We urge you to contact us with any questions
you may have and thank you for all you have done in the way of
conservation.
APPENDIX VII PERMISSION FORMS
N E V A D A P O W E R C O M P A N Y
August 22, 1994
Julie Foley2030 Parkway NorthLas Vegas, NV 89106Julie:I give you permission to analyze the speeches written for employees at Nevada Power Company.
Vince Alberta Public Affairs
6 2 2 6 W E S T S A H A R A A V E • P .O . B O X 2 3 0 • L A S V E G A S . N E V A D A 0 9 1 5 1 0 2 3 0 • 7 0 2 / 3 6 7 - 5 0 0 0
143
144
Sprinturnfroi TrlephonC'Scvuilo
JJO S Valiev V im Blvd.L os IVv<jj. SV I52-(X k)lri'ltphonc (702147?• 7171
August 29, 1994
T O W H O M IT M A Y C O N C E R N :
T h is le tte r is to co n firm th a t 1 g ive m y p e rm iss io n to Ju lie F o ley to use in her th e s is , th e sp e e c h reg ard in g C en te i w h ich I p ro v id ed to her.
Very Truly Yours,
Larry L. Spitlcr Vice PresidentHuman R esources/C orporate Com m unications
L L S d jh
P A T R IC IA M U L R O Y GENERAL MANAGER
145
MANAGEMENT SYSTEMS
ROBERT W. SULLIVAN. P.E. DEPUTY GENERAL MANAGER
RICHARD J . WIMMER OEPUTY GENERAL MANAGER
DAVID A. DONNELLY. P.E.
WATER SYSTEMS
CHIEF ENGINEER
A ugust 22 , 1994
M s. Julie Foley 2030 Parkw ay N orth Las V egas, NV S9106
D ear Julie:
I prov ided you a copy o f m y speech a few w eeks ago for you thesis. T his letter is to authorize you to use and analysis my speech in your thesis for y ou r m asters p rogram at U N LV . I f you need further assistance, please d o n ’t hesitate to call on m e. G ood Luck.
Sincerely,
L aw rence L . B row n IIID irecto r o f Public Services
LLB/fj
1001 S. Valley View Blvd. • Las Vegas. N evada 89153 • (702) 870-2011
BOARD O F D IRECTO RS T halia M. O ondero . P re s id e n t • P au l J C h r is te n se n . V ice P re s id e n t
Y vonne A tkm son G a le s . J a y B m gnam . K aren H ay es. D on S cn ie sm g o r. B ru ce L- W oodbury
BIBLIOGRAPHY
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